Responsibility

• Agree who will own and manage the

measurement process.
 Consultant
 Client
 Consumer
 Stakeholder
 External Verifier

• Our goal: bring together the player’s

perspectives to give a sense of balance
to the measurement process.
We must be able to take on a multiple
personality role
Climb the
Ladder
• Deconstructs the system that is to be
acted upon into component parts, each
of which contribute to the success of
the change intervention.

• Measuring the change delivered on all

five levels too much leads to the
accusation of poor service by the
consultants.
The difficulty comes in trying to define the
types of measures that can be used on the
five levels.
Ethos
Desire
Capability
Blueprint
Asset
Climb the
Ladder
• Change ladder offers a powerful tool
that will confirm if the change has been
successful.

• Measurement using only tried common

techniques potentially raise a fake
positive outcome.
• Is the system working?
• Has performance gone up?
• Are people using it?
• Does it do what it says on the
packet?
Climb the
Ladder
• Ask the right question at the right time
to the right people.

• Avoiding these questions leads to

short-term fix but long-term failure.
Cockpit
Confirmation
• Change Stage can be compared to
flight stage because of the need to
balance two conflicting goals:
• Maintain a steady direction
• Flexible to face unexpected
surprises

• Neither the client nor the consultant

want to overshoot or undershoot the
goals and objectives agreed.
Cockpit
Confirmation
• An effective consultant will be able to plot a
directional heading and set a course to
deliver the change program even when
hampered by poor visibility and bad
conditions.

• Consultant has to find reference measure

that provide an indication of success.
 Cockpit Confirmation
The success of the project will be impacted by
people’s desire, understanding, and
capability.

Three core dimensions that impact how people

manage and respond to change:

Affective Cognitive Behavioral

Heart
• Evaluates the affective domain.

• Measurement techniques:
• Focus groups
• Peer observation
• Diaries
• Open-door policy
Head
• Evaluates the cognitive domain.

• Measurement techniques:
• Written test
• Performance test
Hand
• Evaluates the ability to do something
physical (speed, precision, techniques).

• Measurement techniques:
• Observation
• Peer training
 Cockpit Confirmation
• Evaluating Heart, Head, and Hand dimensions are important
regarding to the return of the change
 Cockpit Confirmation
Defining dimensional criteria makes it
easier to fly a precision approach and land
the change project on the spot every time.