From Design

Thinking to Doing
A Toolkit for Collaborative Leaders
© 2010 Interaction Associates, Inc.

From Design Thinking to Doing: A Toolkit for Collaborative Leaders

TOTAL ACCESS COLLECTION #2730

All rights reserved. This work, or parts thereof, may not be reproduced in any form,
including photocopy, for internal use or for sale without written permission from the copyright holder.

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 Problem Space Tools
Select from the tools for each space to surface and organize the information about the situation you will change.

Perception • Legitimize
• How Does It Feel?
• Open-Ended Questions
• Best/Worst/Most Probable
• Whose Problem?

Definition • State the Problem as a "How To"

• Problem as Given/Problem as Understood
(PAG/PAU)
• Lasso
• Is/Is Not
• Diagram
• The Problem Statement

Analysis • Basic Questions

• Break it Down
• Force Field Analysis
• Ask the Expert
• Cause and Effect Diagram
• The 5 Why's

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 Solution Space Tools
Select from the Solution Space tools for each phase to identify, evaluate and select optimal solutions.

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

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 2
 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
A stakeholder analysis is done by:
• identifying the stakeholders and developing hypotheses
about their current issues, mindset and wins;
• validating hypotheses through interviews;
questionnaires or other means; and
• completing the analysis with sound data.
.

Why It's All efforts to make change in organizations involve politics at some point. Stakeholder
Important 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 People who:

Identify • are final decision makers.
Stakeholders • 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.

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 3
Stakeholder Analysis Matrix
INSTRUCTIONS

Column A: Key Stakeholders

List all the key stakeholders (name and title) to the change.

Column B: Importance
Rate each stakeholder according to her or his importance in helping (or hindering) the change effort:
3 = Critical
2 = Very Important
1 = Somewhat Important
The assumption is that all key stakeholders are important.

Column C: Current Level of Support

Assess each stakeholder’s current (or anticipated) level of support:
– = Opposed (may work actively against the change)
0 = Neutral (will neither support nor oppose the change)
+ = Favorable (will actively support the change)
? = Unknown

Column D: Source of Resistance

If opposed, note the source of resistance.
(T) = Is the resistance technical in nature?
(P) = Is the resistance political?
(C) = Is there cultural resistance?

Column E: Issues, Wins and Mindset

Identify issues that are important to each stakeholder. What would a “win” be for her or him? What would
influence her or him to support the change? What does she or he need? What benefit might she or he derive?
Any other notes about his or her current mindset?

Column F: Stakeholder Strategy

Particularly for critical stakeholders, consider:
• How will you validate your hypotheses? (Interviews? Meetings?)
• Who could help to influence this stakeholder?
• What approach might work?
• How might you proceed if you don’t win her or his support?

POSSIBLE STAKEHOLDER STRATEGIES

• Enroll the stakeholder on the change team.
• Have the stakeholder help identify team members.
• Involve the stakeholder at critical phases of the project.

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 4
KEY IMPORTANCE CURRENT IF OPPOSED, ISSUES, INFLUENCE
STAKEHOLDERS LEVEL OF WHAT IS THE WINS AND STRATEGY
SUPPORT SOURCE OF MINDSET AND
RESISTANCE? COMMENTS
3 = Critical (-) = Opposed (T) = Technical
2 = Very (0) = Neutral (P) = Political
important (+) = Favorable (C) = Cultural
1 = Somewhat (?) = Unknown
important

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 5
 Exercise: Designing a Pathway to Action
An exercise to become familiar with the Pathway to Action tool.

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.

1. Identify two pathway options to consider.

.
A. B.

Name of
Pathway:

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 6
 2. List the advantages/disadvantages of each pathway.

.
A. + / Δ B. + / Δ

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

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 7
 Exercise: Describing the Big Picture
An application exercise to determine the Big Picture.

1. Define:

A. The Work Situation:

.

B. The Definition of Success:

2. Explore the context in which this issue is being tackled.

• Why is this work issue important?

• What else is going on in the organization that could
impact the work effort?

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 8
 3. Complete a Stakeholder Analysis.

.
STAKEHOLDER/JOB TITLE WIN
• Who are the Key Stakeholders
(individuals or groups who can
substantially support, influence or
block the effort)?
• What would be success or "the win"
for each?

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 9
 Example Radiology Lab: Designing a Pathway to Action
An example of a completed Pathway to Action worksheet.

.
Pathway options to consider
A. Problem-Solving Pathway B. Problem/Vision Pathway

.
Advantages/Disadvantages of Options
.
+ —
A. Problem-Solving Pathway • Provides early opportunity to ven • Could generate solutions based
on key problems perspective.
• Shortest time to solutions • Stakeholders may have ideas th
• Senior management will see that resulting in missed opportunities
taken.
.

B. Problem/Vision Pathway
• Opportunity for team leader to es • Process man take more time.
• Enables all stakeholders to vent • Possible disenchantment if solut
key problems. intention of a shared vision.
• Opportunity to make immediate f
causes, and provide framework f
improvement effort.
• Builds ownership

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 10
.
Most Appropriate Pathway Option
Problem/Vision Pathway It has the most likelihood of creating meaning and buy-in for st
foundation for long-term improvements.

List the agreements you will build in each space and which stakeholders will participate in making those agreements.

.
SPACE AGREEMENTS STAKEHOLDER INVOLVEME
Pathway Design 1. Agreement on the planning pathwa Linda, Lab Staff, Timothy (sub-team
people will participate.
.

Problem 2. Agreement on the key problems w Lab Staff, Timothy, Linda, Casey, Ma
and their root causes.
.

Vision 3. Agreement on a vision of a highly Lab Staff, Timothy, Linda

process - from intake through fulfillm
.

Solution 4. Agreement on the strategies or so Lab Staff, Timothy, Linda, Bob, Case
eliminate root causes of long-standin
move us toward our vision of succes
.

Implementation 5. Agreement on an action plan. Lab Staff, Timothy, Linda

[TAC-2730] • Copyright, Interaction Associates, Inc., 2010, used with permission. • Page 11
 The 64 Heuristics
Source: How to Make Collaboration Work, David Straus, 2002

Metaheuristics Strategies for Information Retrieval

Change Memorize/Recall
Vary Record/Retrieve
Cycle Search/Select
Repeat
Strategies for Dealing with the
Master Heuristics Future
Build Up/Eliminate Plan/Predict
Work Forward/Work Backward Assume/Question
Hypothesize/Guess
Strategies for Set Manipulation Define/Symbolize
Associate/Classify Simulate/Test
Generalize/Exemplify
Compare/Relate Strategies for Physical Manipulation
Play/Manipulate
Strategies for Involvement Copy/Interpret
Commit/Defer Transform/Translate
Leap In/Hold Back Expand/Reduce
Focus/Release Exaggerate/Understate
Force/Relax Adapt/Substitute
Dream/Imagine Combine/Separate
Purge/Incubate

Strategies for Manipulating

Information
Display/Organize
List/Check
Diagram/Chart
Verbalize/Visualize

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