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Model deconstruction

Appendix. Model deconstruction

The following list sets out all of the key components of the Seven Cs model in the form of a checklist. Although you might not use all of them, it will help you to ensure that some of the more obscure issues are not missed once you climb into the more frantic elements of a project.

Intervention elementChange description
1) OrientationAre able to view the problem as the client sees it, not how you see it?
2) Change ladderHave you removed all the fog from the initial problem by focusing on the area where the change might need to take place?
3) Situation viabilityCan the issue be successfully resolved and is the timing right for a change?
4) Desired outcomeHave you tested the clarity of the desired outcome?
5) Decision makersDo you have a clear picture of the decision makers that can influence the initial stages of the contract development?
6) EthosWill the change be coercive or participative in nature?
7) ContractIs there a contract that sets out a framework for action and offers the measures by which the success or failure of the change process can be measured?
8) DiagnosisHave you gathered information that will determine the real source of the issue and not just to tackle the symptoms that surround it?
9) ShadowIs there a clear appreciation of the extent to which unspoken activities and arrangements affect the situation?
10) CultureDo you understand the deep cultural factors that might affect the project?
11) System constructionIs there a clear understanding of the structural make-up of the system and how it is likely to react to any changes that are made to its construction?
12) StakeholdersDo you have a clear map that indicates who can influence the outcome of the change and to what extent they have the capability and desire to wield their power?
13) Life cycle riskHave you determined the extent to which known and unknown factors within the change process will affect its potential for success?
14) FeedbackHave you clarified how the client and organization wish to be informed of progress, both in terms of the content and process?
15) Managed creativityHave you drawn upon the CREATE model to originate and develop potential solutions for the source issue identified in the Clarify stage?
16) Creative blockageHave all the potential creative blocks been cleared away?
17) ScanningHave you looked outside your normal domain for solutions?
18) StoryboardHave you a clear process for deciding on and validating the solution?
19) ResourcesHave you mapped the resources to the potential solutions to ensure that the option is viable?
20) Stream ownersAre there clear owners for the solution and do they have the capability and desire to own it?
21) PositicsHave you considered if it is possible to redirect some of the selfish energy and turn negative aspects into positive ones?
22) MethodologyIs there a clear idea as to what methodology will be used to drive the change process?
23) EnergyIs there a clear appreciation of where the change energy will come from and how it will be dissipated across the different stakeholders?
24) EngageDo you know how people will be encouraged to be involved in any transformation process?
25) EntryAre you clear as to the best level of entry to effect a long-lasting change?
26) System dynamicsHow will the system react to any proposed change?
27) UncertaintyDoes the plan have the flexibility to operate in a dynamic and complex world?
28) ResistanceDo you know how people will react to the proposed action?
29)ResponsibleWho will own and manage the measurement process?
30) TimingHave you decided when confirmation and measurement will take place?
31) DesignAre you clear as to the relationship between qualitative and quantitative measures?
32) DepthWill the measurement be focused on extrinsic issues or will it deal with intrinsic issue such as attitude, motivation and beliefs?
33) Data mapHave the various measurement activities been controlled and managed to ensure that an integrated approach is taken to the Clarify stage?
34) Consulting performanceDo you know if your performance has been up to the standard expected by the client?
35) CostsHave you a clear view of what impact cost will have on the different measurement processes?
36) SustainabilityDo you have a plan in place to ensure that slippage does not occur once the project has been closed?
37) LanguageHave you been able to modify client and consumer language as part of the transformation process?
38) GravityHave you ensured that bureaucratic systems will not strangle the transformation?
39) FlowDo you know what learning has taken place from the experience?
40) Knowledge transferHave you ensured that elements of the consultant's competencies will remain in the business?
41) Knowledge managementHow will any knowledge created as part of the consultancy process be embodied as a tangible asset for the business?
42) Diffusion channelsIs your client capable of diffusing new ideas across the organization?
43) Client's viewHave you encouraged the client to reflect on their view of the world before presenting your view of the outcomes?
44) Outcome reviewHave you gauged the success of the programme?
45) LearningHave you helped the client to consider what has been learned over and above the planned outcomes?
46) Added valueIs there a clear indication of the tangible improvement to the operational or commercial viability of the organization?
47) BuildHave you identified what opportunities exist for further work?
48)Re-engageDo you have a plan to exit the relationship in a controlled way?
49) ExitHave you ensured that all unnecessary levels of dependence have gone from all sides of the relationship?



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