Diagnostic Tools for Change Effectiveness

#FailFriday Our team retreat next week is designed to fix problems I created. I always said that culture is our greatest asset. But actions didn’t live up to words. I assumed belief and good intention were enough. That if we hired the right people and set the right tone, the rest would follow. But I have now seen that culture without structure becomes noise. In hindsight, I made three key mistakes: 1. No feedback system We weren’t measuring anything beyond gut feel. If someone wasn’t thriving, we’d sense it—but it was reactive, not proactive. 2. No consistent rhythm for improvement We’d talk about culture when something felt off, not as part of a regular operating cadence. That made it harder to separate signal from noise. 3. No clear ownership Everyone “cared” about culture—but no one had the tools or mandate to shape it. That responsibility sat with me, informally, and often got crowded out by everything else. We’re now shifting that—here’s how: ✅ Culture Diagnostic (Annually) We’re using Culture360 (thanks to our friends at Stand Together) to take a baseline snapshot of our culture. This tool gave us visibility into what’s strong, what’s slipping, and what’s missing. ✅ Pulse Checks (Quarterly) We’re layering in shorter pulse surveys focused on key issue areas to keep track of progress like clarity and accountability. ✅ Feedback & Accountability Tools (Rolling Out Now) This year, we’re building new systems to encourage continual feedback, not just annual reviews. That includes real-time tools for peer-to-peer recognition and processes to track commitments and follow-through. ✅ Strategic Retreats (Annually) This retreat is more than reflection—it’s a reset. We’re intentionally designing it to reinforce values, clarify expectations, and define how our culture will evolve alongside our growth. If you’re a founder or team leader, here’s what I’d offer from this experience: Don’t treat culture like an outcome. Treat it like a product—one that needs a roadmap, milestones, testing, and iteration. Start by measuring. Don’t be prescious about measuring the right thing. Just start. Then listen deeply. And build systems that make the invisible visible. Develop people. Scale culture.

Did you know the claim that 70% of organizational change initiatives fail is a myth? Validated studies show that only about 10% of change efforts are complete failures, while 30–40% achieve full success. The rest fall somewhere in between. AI projects, however, are a different story, showing their failure rate is indeed very high. At least per the MIT. But change is not about statistics. And not even just about strategy. It is about people. How they react, adapt, and ultimately decide whether the change succeeds. That takes a systemic approach: one that anticipates resistance, engages stakeholders, sustains adoption, and avoids overwhelming the organization. Here are the essential tools to turn change from turbulence into transformation. 1️⃣ Change Impact Analysis Template Identify and assess how initiatives impact the company. https://lnkd.in/gtUn5p3t 2️⃣ Stakeholder Analysis Template Identify the individuals needed for successful change and their level of support. https://lnkd.in/gKAyUHzD 3️⃣ Stakeholder Engagement Plan Template Identify needs and activities to support stakeholders during digital transformation. https://lnkd.in/g7vBynYg 4️⃣ Communication Plan Template Define, structure, and track stakeholder engagements for successful change adoption. https://lnkd.in/gjJWUmqf 5️⃣ Training Needs Assessment Tool Document new skills or knowledge required for stakeholder groups impacted by change. https://lnkd.in/gR5hXkKT 6️⃣ Change Readiness Approach Tool Define, measure, and report organizational readiness to adopt new ways of working. https://lnkd.in/ghVBQx35 The downloadable tools and step-by-step guidance are available on our platform. ~~~ Follow Carlos Larracilla for daily resources from Wowledge.

From Awareness to Innovation: Leveraging Levels of Use (LoU) for Lasting Learning Impact! The Levels of Use (LoU) framework, part of the Concerns-Based Adoption Model (CBAM) developed by Hall, Loucks, Rutherford, and Newlove (1975), provides a behavioral lens to assess how individuals engage with change. Unlike models that focus solely on attitudes, LoU categorizes eight stages, ranging from Non-Use (unawareness) to Renewal (ongoing innovation and adaptation). By diagnosing where individuals or teams fall in this spectrum, we can tailor support strategies to facilitate deeper engagement and long-term sustainability of new initiatives. For those designing learning experiences, technology rollouts, or process improvements, LoU serves as a powerful diagnostic tool and framework to bridge the gap between training and real-world application. Here is a brief overview of the levels. What have you observed with different levels of use (change adoption) within your organization? #ChangeManagement #DigitalTransformation #LearningAndDevelopment #SoftwareAdoption #InstructionalDesign #training #cognitiveload #neuroscience #instructionaldesign #instructionaldesigners #elearning #elearningdesign #talentdevelopment #education #learning #ChangeManagement #DigitalTransformation #LearningAndDevelopment #SoftwareAdoption

Before you launch a change initiative, stop and ask: ⬇️ Do you actually understand the system you’re trying to change? That’s what real change leadership starts with: Diagnosis > Direction. Use two tools in tandem: 🏆 SWOT Analysis to surface strengths, weaknesses, opportunities, and threats. 🏆 Systems Thinking** to see boundaries, relationships, feedback loops, and hidden variables. Don’t just ask “What’s broken?” Ask: ❓ What causes friction across teams? ❓ Where does information pool or stall? ❓ What incentives reinforce the current state? And here’s where AI becomes your partner in clarity: Ask it: > “Analyze this project kickoff deck and identify potential risks, constraints, and blind spots.” > “Summarize stakeholder comments to highlight key pain points and sources of resistance.” > “Based on team survey results and project status reports, help me draft a SWOT analysis.” You bring the lens. AI helps you scan the landscape faster. Slow down to diagnose. Speed up with the right plan.

Force Field Analysis Is a strategic management tool developed by Kurt Lewin in the 1940s. It is used to identify and evaluate the forces that drive and resist a proposed change in an organization. The concept is based on the idea that any situation is a result of opposing forces—driving forces that push for a change and restraining forces that resist the change. By analyzing and visualizing these forces, organizations can better understand the factors influencing a particular situation and make informed decisions about how to manage change effectively. Here's how Force Field Analysis is typically conducted: Identify the Change Objective: Clearly define the goal or change you want to achieve. This could be anything from implementing a new process to introducing a new technology. List Driving Forces: Identify and list all the factors that are pushing for the change. These are the positive forces that support the change. They might include opportunities, benefits, or external pressures. List Restraining Forces: Identify and list all the factors that are resisting the change. These are the negative forces that work against the change. They might include organizational culture, lack of resources, or resistance from employees. Assign Scores: Assign a score to each force based on its strength or impact on the change. This can be a subjective judgment, and it helps to involve key stakeholders in this assessment. Visualize the Analysis: Create a visual representation, typically in the form of a diagram, where driving forces are represented as arrows pushing towards the change objective, and restraining forces are represented as arrows pushing against the change. Evaluate Net Force: Calculate the net force by subtracting the total strength of restraining forces from the total strength of driving forces. A positive net force indicates that the change is more likely to succeed, while a negative net force suggests more challenges and resistance. Develop Strategies: Based on the analysis, develop strategies to strengthen driving forces, reduce the impact of restraining forces, or find ways to balance the forces to achieve the desired change. Monitor and Adjust: As the change process unfolds, regularly revisit the force field analysis to monitor changes in the forces. Adjust strategies and actions accordingly. Force Field Analysis is a dynamic tool that can be adapted for various situations. It helps organizations make informed decisions by understanding the forces at play and taking steps to facilitate successful change management.   Also, it can be adapted for risk identification by identifying driving forces and restraining forces which currently affect achievement of a project objective.  Risks can then be identified as uncertain events or conditions which would lead to a change in the strength of one or more of the identified forces. #ChangeManagement #ProjectManagement #riskmanagement #projectleadership #management