A visual method for achieving stakeholder consensus on the specifics of change: a case study

Abstract

PurposeDifferent stakeholders frequently disagree on what the true problem is that must be solved and what specific actions must be taken during a change exercise. This article demonstrates a visual method for getting buy-in from stakeholders on the specifics of change using a systems thinking tool known as the current reality tree (CRT).Design/methodology/approachThis study illustrates the use of a systems-thinking methodology to achieve consensus among stakeholders on “what is the real problem?” when envisioning a change. The authors illustrate the effectiveness of the proposed approach using a real-life case study in the context of contract catering.FindingsThe CRT enables diverse stakeholders to visualize the cause-and-effect relationships between various problems in a given system and assists them in identifying the set of actions that can address a large number of problems through the change program.Originality/valueThere is little discussion in the literature on change management of a systematic approach to get agreement from stakeholders regarding what the real problem is. This article demonstrates, by way of a case study, how change agents can not only determine which actions will have the greatest impact, but also garner the support of diverse stakeholders.