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Scenario 1 Lever Details

Walk the talk Scope of impact: entire org. Weeks to implement: 2 Weeks before reuse: 8

When the change agent’s actions are aligned with the change initiative, trust is built and effective

change is much more likely. If properly executed, pulling this lever can increase the change agent’s

credibility as well as positively influence targets in any stage if the change is first communicated.

Get consultant’s support Scope of impact: entire org. Weeks to implement: 3 Weeks before reuse: 4

Sometimes outside experts can gain the attention of organizational members and jolt them out of

their complacency better than internal authorities can. If properly executed, pulling this lever can

increase the change agent’s credibility as well as positively influence change targets before the trial

stage.

Get CEO’s public support Scope of impact: entire org. Weeks to implement: 2 Weeks before reuse: 6

When the change agent lacks formal authority, getting public support from the CEO is essential. If

properly executed, pulling this lever can increase change agent credibility as well as positively

influence change targets before the trial stage.

Conduct private interviews Scope of impact: 4 Weeks to implement: 1 Weeks before reuse: 1

Private conversations can reveal important information about the change target, such as who is in

their social network and how the target feels about the proposed change initiative. If properly

executed, pulling this lever can positively influence targets before the trial stage, as well as their

friends.

Issue e-mail notice Scope of impact: entire org. Weeks to implement: 1 Weeks before reuse: 4

Organization-wide emails help convey the change vision and indicate progress. If properly executed,

pulling this lever can positively influence targets before the trial stage.

Hold town hall meetings Scope of impact: entire org. Weeks to implement: 3 Weeks before reuse: 6

Town hall meetings can communicate the change vision and provide an opportunity for two-way

dialogue about it. Attendance at these meetings is usually voluntary. If properly executed, pulling this

lever can positively influence employees before the trial stage.

Provide internal skill-building Scope of impact: 3 Weeks to implement: 2 Weeks before reuse: 10

Some associates want to adopt a change but they do not know how. By providing in-house training,

you expand a trainee’s capacity to adopt the change. If properly executed, pulling this lever can

positively influence three individuals to adopt the sustainability initiative, as well as their friends.

Provide external skill-building Scope of impact: 3 Weeks to implement: 4 Weeks before reuse: 12

External training can expand a trainee’s capacity to adopt the change. If properly executed, pulling

this lever can positively influence three individuals to adopt the sustainability initiative, as well as

their friends.

Conduct pilot project Scope of impact: 3 Weeks to implement: 4 Weeks before reuse: 12

Pilot projects are relatively fast and inexpensive ways of learning by doing amongst coworkers. If

properly executed, pulling this lever can positively influence the coworkers engaged with the project.

Post progress reports Scope of impact: entire org. Weeks to implement: 2 Weeks before reuse: 2

Posting progress reports is a common means of using visible cultural artifacts and symbols to redirect

invisible cultural norms. If properly executed, pulling this lever can positively influence adoption of

the initiative by those in the aware or interest stages.

Tell a ‘success’ story Scope of impact: 3 Weeks to implement: 1 Weeks before reuse: 1

Organizational storytelling is a relatively slow but effective way to challenge and redirect the norms

and values of the organizational culture. If properly executed, pulling this lever can positively

influence the listeners as well as their friends to adopt the initiative if any of them are in the aware or

interest stages.

Clarify organizational values Scope of impact: entire org. Weeks to implement: 8 Weeks before reuse: 20

Organizational values are often unconscious guides to organizational behavior. By making these

values more explicit, better alignment can be created. If properly executed, pulling this lever can

directly influence targets in the Interest or trial stage.

Build a coalition of support Scope of impact: 3 Weeks to implement: 4 Weeks before reuse: 4

Negotiations to create political alliances can be crucial for obtaining commitment to a change

initiative. If properly executed, pulling this lever can positively influence adoption of the

sustainability initiative by any targets in the interest or trial stages, along with their friend network.

Recognize an adopter Scope of impact: 1 Weeks to implement: 3 Weeks before reuse: 10

Political power accrues to those who are formally recognized within organizations, and recognizing

an advocate sends a signal to others as to where the power is flowing. If properly executed, pulling

this lever can positively influence adoption of the initiative by the advocate’s coworkers.

Privately confront resister Scope of impact: 1 Weeks to implement: 1 Weeks before reuse: 4

Resistance to change is to be expected in all change initiatives, but sometimes the resistance is

irrational and politically corrosive. If properly executed with an actual resister, pulling this lever can

positively influence adoption of the initiative by the resister and their friends.

Announce goals & deadlines Scope of impact: entire org. Weeks to implement: 4 Weeks before reuse: 10

Organizational goals and deadlines provide targets to aim for. Organizational attention and focus are

precious resources. If properly executed, pulling this lever can positively influence adoption of the

sustainability initiative throughout the organization.

Revise reward system Scope of impact: entire org. Weeks to implement: 12 Weeks before reuse: 20

This is a formal control system for recognizing and motivating desired behaviors while discouraging

unwanted ones, but it requires considerable credibility and careful timing. If properly executed,

pulling this lever can positively influence adoption of the initiative throughout the organization.