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

Abstract

Purpose

Different 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/approach

This 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.

Findings

The 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/value

There 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.

Citation

Suchdeo, M., Lowalekar, H. and Banerjee, D. (2023), "A visual method for achieving stakeholder consensus on the specifics of change: a case study", Journal of Organizational Change Management, Vol. 36 No. 6, pp. 875-898. https://doi.org/10.1108/JOCM-02-2023-0039