Day 1: System Diagnosis and Development Issue Definition

Contracting and System Boundaries

• Define issue without uncontrolled scope expansion
• Map stakeholders and processes directly affected
• Clarify sponsor expectations from the intervention
• Articulate diagnostic question suitable for testing

Organizational Evidence Sources

• Combine interviews observation and operational evidence
• Separate repeated opinion from established patterns
• Choose samples representing contrasting organizational positions
• Compile a balanced evidence collection plan

Interconnected Level Analysis

• Examine team structural and systemic levels
• Trace how one factor reinforces another
• Identify leverage points with greatest influence
• Prepare a multi-level cause map

Day 2: Organization Design and Intervention Choice

Strategy and Structure

• Compare strategic requirements with current arrangements
• Identify accountability and decision authority gaps
• Analyze boundaries disrupting effective work flow
• Examine a strategy-misaligned organization structure

Processes, Culture, and Capability

• Expose conflicts between process and behavior
• Identify incentives reinforcing the established pattern
• Assess manager capability for new expectations
• Create alignment picture across system elements

Development Intervention Portfolio

• Choose interventions addressing causes, not symptoms
• Balance implementation speed with change depth
• Coordinate structural process and capability changes
• Compare intervention options for one issue

Day 3: Change Path and Stakeholder Mobilization

Readiness and Change Capacity

• Assess clarity trust and perceived necessity
• Measure initiative load across employee populations
• Identify capability realistically available for implementation
• Map readiness across several affected units

Analyzing Stakeholder Dynamics

• Analyze influence interest and perceived loss
• Anticipate questions and objections by segment
• Choose engagement matching degree of impact
• Simulate dialogue with a hesitant stakeholder

Narrative and Communication

• Explain necessity without exaggeration or fear
• Connect change with meaning to recipients
• State what changes and remains stable
• Outline a credible leadership briefing

Day 4: Adoption, Experimentation, and Transition Management

Defining Target Behavior

• Describe new practice through observable actions
• Define triggers tools and supporting conditions
• Remove barriers making old behavior easier
• Shape a behavior card for teams

Pilot and Rapid Learning

• Choose limited and representative test scope
• Define hypotheses and pilot success outcomes
• Gather feedback from actual daily use
• Refine interventions before wider organizational scaling

Leading the Transition Period

• Clarify priorities while two systems overlap
• Manage temporary performance declines realistically
• Equip managers to remove adoption obstacles
• Stage a decisive weekly transition meeting

Day 5: Intervention and Institutionalization Lab

Adoption and Impact Measurement

• Separate implementation activity from behavior change
• Identify early signs of behavioral regression
• Connect adoption with relevant operating outcomes
• Devise a dashboard for one transformation

Embedding Practical Mechanisms

• Integrate behavior into systems and decisions
• Align recognition and accountability with expectations
• Transfer ownership from project into operations
• Plan post-launch checkpoints for sustained adoption

Development and Change Board Simulation

• Present diagnosis intervention and adoption pathway
• Defend choices against challenging objections
• Revise plans according to unit readiness
• Approve final implementation and embedding roadmap

• System diagnosis integrating varied qualitative and quantitative evidence
• Alignment maps connecting structure culture and process
• Small change experiments testing behavior and adoption
• A board simulation approving intervention and reinforcement