Think of this step as a pep rally for the change process. Key influencers should use this time to examine other initiatives and the people who were involved in those changes, evaluating what worked as well as what didn’t work. This exploration process will also involve looking at the overall context of the organization, examining how the adjustment will affect stakeholders, and identifying other dynamics that might influence the way conversations about the change are perceived.
Identify the current situation, what led to the situation, and why it’s no longer viable as an option. Recognize behaviors that may be supporting the existing infrastructure and that may also cause resistance to change.
Take this time in the process to talk to stakeholders generally, but not specifically. Try to gain an understanding for the current mindset including any concerns about an amendment or a desire for one. During this step, you may also want to include a small cross-section of the change affected population to explore the update with you and provide relevant feedback. This focus group can help you identify early obstacles.
Goals for discovery include:
Depending on an organization’s willingness to change, step one may have the longest timeframe. In large, established organizations with a desire for revision can be an especially difficult task.