Anti-Change-Checkup

Type of record:
  • reflection aid
  • thesis
  • micromethod
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Ideal innovation phases for this method:
  1. Innovation Phase
  2. 1
  3. 2
  4. 3
  5. 4
  6. 5
  7. 6
  8. 7
  9. 8
  10. 9
  11. 10

Description

This somewhat provocative model helps you to check what expectations you have of an upcoming change/innovation process: How much will actually have changed in practice afterwards?

The authors Mikael Krogerus and Roman Tsch├Ąppeler wondered why a year in which a company earned just as much as in the previous year is considered unsuccessful.

In search of answers, they came across a model of blogger Jessica Hagy. She presented expectations and results of a change process in an intersection model. In their representation, the intersection between A "As it is" and B "As it will be" is relatively small: C.

An interesting interpretation of Hagy's model emerges when it is put into context with Professor Philipp Zimbardo's findings. He describes three categories of people living in different time zones:
1) Past service cost
"Past negatives are defined by misadventures and missed opportunities. "Past positives" are nostalgics who rave about the past.
2) Present-oriented
"Hedonists." Luck seekers and "non-planners", the believers in fate who cannot plan their future for reasons of religion or class.
3) Future-oriented
"Planners" say, as the saying goes, that every man is a blacksmith of his fortune. "Nachweltler" assume that true life only begins after the death of the body.

According to Zimbardo, people in the western world are predominantly "planners" or "past oriented".

So if you look critically at changes and wonder whether they are actually always desirable or at least indispensable, you can use Hagy's model as a stimulus: Is C so small because you spend so much time on A and B?
  • Effective for radical innovations
  • Effective for disruptive innovations
  • Effective for highly complex challenges
  • Effective for medium complexity challenges
  • Effective for new business models
  • Effective for process innovations
  • Effective for technology innovations
  • P2 Analysis (of problems - the environment - people - products)
  • P3 Observing (of people - the environment - the product use)
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