As we begin to wrap up our series on change within communities, we have one final element of the Change Formula to discuss.
Expanding upon the element of the F in the formula, or First Steps (DxVxF>R), it's crucial to understand that this phase is where the rubber meets the road in implementing change. Simply talking about change isn't enough; action must be taken to initiate the transformation process.
Strategic Planning: Developing a comprehensive strategic plan is pivotal in laying the groundwork for successful First Steps. This involves meticulously analyzing the current state (Dissatisfaction), crafting a compelling Vision for the future, and then translating this vision into actionable initiatives. For example, in a community or organizational setting, strategic planning meetings should allocate sufficient time to identify key tasks, delineate work breakdown plans, and delegate responsibilities to relevant stakeholders. Check out the services we offer when it comes to strategic visioning, futurecasting, and planning and schedule a free 30 minute consult here.
Strategic planning begins with establishing a clear dissatisfaction with the status quo and crafting a compelling Case for Change, rooted in data-driven insights and pragmatic reasoning. Following the Change Formula, you have already begun to do that! (Reread: Dissatisfaction with Status Quo and the Case for Change)
This is followed by articulating a vivid vision that paints a picture of what success will look like, supported by a strategic plan with tangible actions and performance metrics. Crucially, this plan must ensure buy-in from all stakeholders, from leadership to staff, donors, and customers, fostering a culture of accountability and shared responsibility for executing the vision. Again, you have already begun the work if you’re following the Change Formula and completing the V or Vision (Reread: Creating a Clear and Compelling Vision).
Strategic planning happens in three main phases:
Phase 1: Getting curious about community - We encourage research and data analysis to drive facts over opinions. This usually consists of surveys, SWOT analysis, stakeholders roundtables, interviews, competitive analysis, business case scenarios and more.
Phase 2: Discovering your Why, Where and Who - As we start the actual gathering element of strategic planning (retreat, meeting, etc.), we will want to know how you feel about your mission/purpose, values and vision. Do they need to be addressed, cleaned up, shifted or completely changed? Do you not have one of the elements? We should have these in place or they should be worked on before we get to the strategic pillars, goals, and initiatives.
Phase 3: Creating a Compelling Vision and Strategic Plan - This is where we really dig in with your group using both heart and brain, art and math, to enrich the process and plan. We usually help you construct your Strategic Pillars, SMART Goals, Key Initiatives, Work Breakdown Plans and more during this phase.
Some additional notes and reminders about the Change Formula
Sequencing: It's essential to adhere to the sequential nature of the Change Formula. The order of operations—Dissatisfaction (D), Vision (V), and First Steps (F)—is critical. Attempting to skip ahead to implementing First Steps before adequately addressing Dissatisfaction or clarifying the Vision can lead to resistance and undermine the change effort's effectiveness. Understanding this sequential process is key to orchestrating successful change initiatives.
Champions, Bystanders and the Toxic Few: A reminder that in any change initiative there are three players. On one end, we have Change Champions, those fully invested in the change, while on the other end, we encounter the Resistors or the "Toxic Few," staunchly opposed to any change. Do not spend too much time trying to convince the Toxic Few as they will never change. The majority of people during your change will fall into the category of Bystanders, uncertain and waiting to be convinced one way or the other. This is where the significance of the Case for Change becomes apparent. Without a compelling narrative outlining the reasons for change and a clear Vision, these Bystanders remain on the fence, susceptible to persuasion from either side. As John Kotter and Leonard A. Schlesinger noted, all individuals affected by change experience emotional turmoil, but it's through sincere understanding and effective communication, leveraging the principles of the Change Formula (DxVxF>R), that we create the conditions for genuine embrace of change.
Sustainability Considerations: While the original Change Formula focuses on Dissatisfaction, Vision, and First Steps, later iterations have introduced Sustainability (S) as an additional factor (DxVxFxS>R). Sustainability addresses the challenge of maintaining the gains achieved through change efforts over the long term. Integrating sustainability measures ensures that the changes implemented endure beyond the initial implementation phase. While adding Sustainability to the formula is optional, it underscores the importance of investing in change efforts over time to prevent regression to the status quo.
By embracing a strategic approach to First Steps and aligning actions with the sequential nature of the Change Formula communities can navigate the complexities of change management more effectively and increase the likelihood of lasting transformation.