No

Techniques

Situations

Key Words

29

Key Drivers and Strategic  Planning

This model is designed to provide a methodology for exploring the external environment and identifying the Key Drivers for change.

It should be used regularly in order to ensure that the organisational is monitoring the factors for change and to prevent the organisation becoming complacent.

30

Process Iceberg® Model

At the heart of the Resource approach to facilitation and participative change management lies the Process Iceberg® Model. It provides an explanation of much of what happens in group dynamics’ in meetings/events’ organisations and change. The Process Iceberg® is both a theoretical model and a practical way of auditing situations. The Model is:

• hierarchical: each level has to be in place before the next one comes into play
• sequential: each layer follows on from the previous one
• inter-dependant: each level relies on the level above

31

Defining the Level of improvement/
change project

Tackling issues, seeking resolution at the highest appropriate level is key to effective change and improvement. This technique ‘plots’ where in the organisation the solution needs to be implemented.
“This doesn’t just affect me”
Isn’t this a business wide issue?”

Higher level
Across the business

32

Commitment Matrix

When change is required knowing the commitment and buy-in of the different stakeholders is essential, otherwise a ‘one size fits all’ approach is mistakenly taken, resulting in the change not having the desired effect.
“Where do they stand?”
“Do we know that they will go for it?”

Commitment
Buy-in

33

Data Collection

When the situation is complex and unclear there is often a need to collect data. Identifying the reason, the method and the approach is crucial to good problem analysis.

We don’t know what is wrong
What ARE the facts
Has anyone got any idea of the detail?