Professional Documents
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Thinking to Doing
A Toolkit for Collaborative Leaders
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Perception
Legitimize
How Does It Feel?
Open-Ended Questions
Best/Worst/Most Probable
Whose Problem?
Definition
Analysis
Basic Questions
Break it Down
Force Field Analysis
Ask the Expert
Cause and Effect Diagram
The 5 Why's
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Alternative Generation
Brainstorming
Checkerboard
Cut Up and Move Around
What Others Have Done
What If...
Evaluation
Criteria Checkerboard
Spend a Dollar
Live with a Decision
Advantages/Disadvantages
What I Like About It
Decision Making
Both/And
Build Up/Eliminate
Straw Poll
Negative Poll
Focus on Agreements
Back Off
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Stakeholder Analysis
A stakeholder is any person (or group of people) who is responsible for the final decision, is likely to be affected by
the outcome, or is in a position to prevent a decision from being implemented. Stakeholder involvement is best
managed proactively beginning with a thorough stakeholder analysis. This process enables early identification of
issues and clarification of perceptions regarding the people who need to be included in the change effort.
Stakeholder Analysis
.
Why It's
Important
All efforts to make change in organizations involve politics at some point. Stakeholder
analysis allows an understanding of key issues at the outset and sets the foundation for
dealing with people's concerns and tapping their expertise in a proactive way that builds
agreement. Without a Stakeholder analysis, any business case is in jeopardy of being
rejected by individuals whose needs have not been addressed.
How to
Identify
Stakeholders
People who:
are final decision makers.
must ratify or who can veto the decision.
must be consulted prior to the decision being made.
have expertise crucial to realizing the desired outcomes.
will be affected by the outcome.
must implement the changes.
will need to be informed of the changes.
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KEY
STAKEHOLDERS
IMPORTANCE
CURRENT
LEVEL OF
SUPPORT
IF OPPOSED,
WHAT IS THE
SOURCE OF
RESISTANCE?
3 = Critical
2 = Very
important
1 = Somewhat
important
(-) = Opposed
(0) = Neutral
(+) = Favorable
(?) = Unknown
(T) = Technical
(P) = Political
(C) = Cultural
ISSUES,
WINS AND
MINDSET
INFLUENCE
STRATEGY
AND
COMMENTS
[TAC-2730] Copyright, Interaction Associates, Inc., 2010, used with permission. Page 5
Purpose
Become familiar with the Pathway to Action tool and how to design a pathway for a project
of your own.
Task
With a partner, design a Pathway to Action for the work situation you identified in "Exercise:
Describing the Big Picture."
Instructions
1. You will work with a partner for this exercise. One of you will use your own situation to
work on. The other person will assist you in developing your pathway.
2. Refer to your completed "Exercise: Describing the Big Picture" for use in completing this
form.
3. With your partner, review your completed "Exercise: Describing the Big Picture."
4. Identify two pathway options to complete question 1. To complete question 2 identify the
advantages and disadvantages of each.
5. Complete question 3 by selecting the most appropriate pathway and explain your
rationale, then list what you hope to accomplish in each space (e.g., agreements,
products), and identify when key stakeholders need to be involved.
Tips
While doing this work, you are in the Pathway Design Space, not the Solution Space.
Use the example from "Example Radiology Lab: Designing A Pathway to Action" to help
you sort through your pathway options.
A.
B.
Name of
Pathway:
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A. + /
B. + /
3. Select the most appropriate pathway option and explain your rationale.
Name of Pathway:
4. List the agreements you will build in each space and which stakeholders will participate in making those
agreements.
SPACE
AGREEMENTS
STAKEHOLDER INVOLVEMENT
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1. Define:
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STAKEHOLDER/JOB TITLE
WIN
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A. Problem-Solving Pathway
B. Problem/Vision Pathway
Advantages/Disadvantages of Options
.
A. Problem-Solving Pathway
taken.
.
B. Problem/Vision Pathway
key problems.
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Problem/Vision Pathway
List the agreements you will build in each space and which stakeholders will participate in making those agreements.
SPACE
AGREEMENTS
STAKEHOLDER INVOLVEME
Pathway Design
Problem
Vision
Solution
Implementation
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The 64 Heuristics
Source: How to Make Collaboration Work, David Straus, 2002
Metaheuristics
Change
Vary
Cycle
Repeat
Master Heuristics
Build Up/Eliminate
Work Forward/Work Backward
Strategies for Set Manipulation
Associate/Classify
Generalize/Exemplify
Compare/Relate
Strategies for Involvement
Commit/Defer
Leap In/Hold Back
Focus/Release
Force/Relax
Dream/Imagine
Purge/Incubate
[TAC-2730] Copyright, Interaction Associates, Inc., 2010, used with permission. Page 12