The Change Design Workbook

What is this about? Transformation!

Kukunori’s Propeller Head (Propellipäät) team have focused on advancing experimental organizational cultures from 2018 – 2020. The team utilized change design as a tool, which is founded on the methodology of service and transformation design. The development and testing of the change design framework were led by the Head of Change Design, Milla Mäkinen.  The typical characteristics of a change design approach used by the Propeller Head team are as follows: 

  • Constantly defining and redefining problems by following the design thinking process model. One of the key features of design thinking is to enable all the participants to participate in understanding the problems at hand and developing solutions to these issues. In addition to this, the change design process is characterized by switching between stages of extensive or deep data collection (divergent thinking) to findings from a wide-ranging amount of information issues (convergent thinking). The process starts from gathering understanding of the problems, and then moves on to creating collaborative solutions.
  • Multidisciplinary cooperation. The change projects are advanced in truly multidisciplinary teams. In practice, this refers to bringing the most diverse possible range of expertise to the teams that are solving the specific problem. It is particularly important to remember to involve experienced experts in the process, i.e., people with personal experience with the issue in hand.  
  • Use of truly participatory methods. The change projects are developed in a way that everyone affected by the transformation has an opportunity to participate in defining the problems and testing or contributing their thoughts to the prototypes.
  • Supporting change agents. During the change projects, the aim is to identify the internal change agents from the organizations or groups of people involved. Their skills are enhanced during the change process. Once the change project is over, the change can continue self-sufficiently with their help, without external support.
  • Systemic thinking. The change projects shape behaviours and uncovers concrete issues, keeping the whole system in mind.

 

Change design is easier said than done. Therefore, we have created change design work templates, which can support you in bringing the change design perspective into everyday life. The contents of the workbook are created by Milla Mäkinen, the Head of Change Design of the Propeller Heads team of Kukunori. The illustrations are made by Raquel Benmergui. The layout of the book is developed by Iida Kiviranta.

You can design a change! 

Best Regards,

Milla Mäkinen and Kukunori’s Propeller Heads team.

 

To whom this workbook is meant for? 

The Change Design Workbook is for anyone who is considering promoting change. The Workbook can be applied to shaping changes in your own life, helping a friend, making changes within organizations, or promoting societal changes. Or perhaps you will be using this workbook in ways that we cannot yet foresee!

 

Do this

We have created ready-made templates to help you move forward with your change, step by step. You can go through all the stages or choose the steps that fit you best. The templates can be used to assist your own work, to support individual work tasks, or as material for a variety of group meetings or workshops. You can use the templates in their original forms or draw them on a flipchart or whiteboard, for example.

The change process proceeds with the following nine attached templates:

 

1. State your change statement (see template 1). When a change is promoted, it is always accompanied with a promise of something better. People who set out to build the change create their expectations in relation to the coming alterations through the promise associated with it. The clearer the promise, i.e., the more relevant it is in relation to the people’s everyday actions and needs, the easier it is to get people involved in advancing the change. Therefore, involve all the participants affected by the change to create the change statement. Be prepared to redefine it if necessary.

 

2. Assess your starting point through observing your change statement (see template 2). Promoting change requires you to be aware of where you start from. Look at how the change statement is reflected in the actions, guidelines, facilities, objects, language, social media, skills, etc.  This is done together with the people affected by the change and those who are needed to drive the change. Do these elements already reflect the change statement or promise, or are they in conflict in any way?

 

3. Map out the resources that are available to you that enable the change to happen (see template 3). The change is difficult to promote without the required resources, and sometimes it is even impossible. Map out what you need to drive the change, together with the people affected by the change and needed to drive change. (Changes can be results, social media channels, people, deeds, money, time, skills, or networks, etc.).

 

4. Make change profiles of the people affected by the change and who are needed to drive change (see template 4). People react to changes in vastly different ways. It is important to consider how you can motivate these central people to join the change process or project. Profiling the people from the perspective of how they feel and act in situations of change helps you to find out how the change will be brought about. It is a good idea to keep the filled profile templates with you, in the middle of the table, whenever the change is discussed. Think together how they usually react to change? Are they eager change agents, or alternatively, do they avoid change or does change tend to slow them down? How can you reach them when you need them?

 

5. Use a moment to consider what the change means for each person affected by it. What are the expectations and how to promote the change? (see template 5). People get involved in change when they feel they are not left alone with the changes and that they benefit from them. What different needs do they have on their change journeys? What kind of feelings do they hope the change will evoke in them? What kind of social needs do they have? What kind of tools do they need for moving towards the change? What actions do they want to take to drive the change? Ask the questions from the people themselves, do not assume for them.

 

6. Check your change statement in relation to what people expect from the change and how they feel during their change journeys (see template 6). Pause to think about how the new solution or idea that is being created can be found. How exactly do the right people access the change process or project you are leading?

 

7. Look at your change statement and consider how to keep motivating the participants development in their change journeys (see template 7). A lack of motivation can stop the process of change. Firstly, write down the names, nicknames, or titles assigned to the change profiles under ‘’Person.’’ ‘’Person’’ can mean either an individual or a group. The template allows you to observe two different perspectives; the people to whose lives the change is created for and the individuals who promote the change. This investigates the benefits that the change creates for those whose lives will be changed and for those who promote the change, and what kind of pain points they have, for example, what frustrates, annoys, or makes them angry about the change, or in the path that leads to it? What kind of actions do they want to take for the change?

 

8. Draft your paths of change (see template 8). If required, change the heading in this template. The example in the template relates to mental health recovery, and in this case the change requires the client (recoveree), a relative or a nearby person, and actors in an organization (in this example, non-profit organizational actors). These terms or actors can also be something completely different. The main objective is that you record on the same template the paths of all the groups of people who need to make progress to achieve the change statement. What does a person whose life is being changed see and do during his or her change journey? What does a person close to this person see and do to the other person, without whom the change cannot be reached either? What actions does the organization that supports the fulfilment of the change statement, take?

 

9. Assess your change process as a whole (see template 9). What expectations did the people involved have? What did they understand about the change or the change statement before joining the change? Did the participants know what they were participating in? Where did they get the information required for this? What kind of past experiences did they associate with this change project or process? How did it feel to participate in or create the change? How did the encounters that arose on the path of the change feel? What kind of experiences arose from the change? What fresh perspectives did the change bring to their lives? What kind of knowledge was created during the change process? What are they doing differently now? Was the change worthwhile, i.e., are they happy with their changed state?

 

What kind of ideas did you get?

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