Practicing Change Resilience

Published: 22nd February, 2021

We demonstrated an approach that increases the resilience of your Change efforts. This approach marries thorough analysis with the diversity of ideas that comes from wide participation in the analysis. This is an innovation in thinking, putting the colleague at the centre and so increasing the depth and breadth of your thought.

The thorough technique is based simply on iterative and relentless examination of the plan’s outputs. We identify all the necessary inputs to the work to produce those outputs; then we make the inputs the outputs and repeat, as many times as necessary, and with as wide a team as possible, to find the true start of the plan, and the total amount of work to deliver it.

Organisations often avoid this early in their Change work, seeing it as a time sink. We change this dynamic by providing the tool and approach to gain the highest level of interaction, engagement and independent thinking in the minimum of time.

As a result you gain visibility of the whole, reduce volatility risk and develop a complete the plan. This is a demonstration of what appears to be a straightforward technique to think more about the work we do. By doing this at the beginning we reduce the amount of rework required later down the line, which saves money and turns frustration into the satisfaction of a job well done.

We used a Case Study that you can read for yourself here ..

Here’s BIG PICTURE© Creator Mart providing a 2-minute summary fresh from the session.

If you like the sound of it a longer highlights edit is down below.

Relating Diversity to Teams and Management often these things are done for the outside world to see we’re very good at this or that. There’s a difference from that to an everyday sense for people to ensure that the diversity of thinking in the way that they thought about doing things. We often think about physical attributes of people but actually is a lot more about how we think and how we bring our ideas into organisations.

One of the problems, many organisations have is with new ideas is they get lost, because there’s a dominant way of thinking in the organisation about how you develop managers and team leaders and so on to be able to deal with that fixed way of looking at the world and to challenge more and to get more appreciative feedback to those who don’t fit the standard model of this is how we do things.

We can help managers and team leaders to enable opportunity. To go back to the leadership of the organisation because if people don’t see that change, behave differently and look differently. You won’t get buy in ideas about diversity.

Margaret Williamson, 2021


In the session we explored the case study from three different angles: Management, Suppliers and Operations. In doing so we built confidence among the different connections, covering a greater depth and breadth of the problem domain, resulting in a broadened ability to think of more things, sooner.

With a focus on the inputs and outputs of the plan, and using the Process Symbol we used the inputs as a link to the next ‘What?’ up  the chain. Exploring Management with regard to the Case Study Bill highlights the difference between internal and external customers and the respective processes. Spitting these out at source is an insight into capturing a different and richer source of ideas which will make the organisation more resilient going forward.

To have that in place we recognised that we can learn from what has gone before and what that resulted in (a reminder to project managers that starting with historic “lessons learned” by the organisation is hardly ever wasted). From that we can inform what we intend to do now. This came from a stakeholder in management, but it could as easily have been any colleague from any other pocket of the organisation. This WIIFM drives individuals while still being based on the organisation’s Vision and Purpose.

Using a more dialogic approach with Margaret helps Richard realise where his draft plan was wrong; fortunately, doing this early means there is time to take on board and incorporate. The added benefit is that both Richard and Margaret now better understand where each other is coming from. The engagement of diverse teams is proven to add a completeness and richness to the thinking that doesn’t come from top down.

Exploring Suppliers, Paul highlighted the need for some kind of senior engagement to ensure that the work is understood. What does it means in terms of the day to day and policy alignment? Secondly, how possibly can the Suppliers support the work given some are more Partners in nature? A initial piece of work to lay some foundations around definition would be required, particularly when it comes to acronyms that are used for two very different meanings. This is relevant for the different areas of the business such as Marketing.


The ‘webinar’ word doesn’t really describe what it is we do with our time in sessions. We love a conversation where everyone has the chance to contribute.

Participants are provided with the means to make connections thus drawing attention to the conversation that is going on around.

It’s how we roll!


Taking a 5-Whats Approach to Successful Change Against the Odds is an innovative angle on Practicing Change Resilience. A twist on the established ‘5 Whys’! As a result develop 3x the visibility of the whole to reduce volatility risk for a two-fold increase in the completeness of your plan.

Recognising that the era of a sequential focus on plan formulation and execution has been replaced by the overlapping of Change and Strategy and back again, as the competitive and external pressures on organisations demand Strategy changes, long before the previous strategy has played out. And we can now see that the sequential world will be (is being) replaced by one in which formulation and execution are essentially continuous and intertwined activities.

BIGPICTURE® is your game changer. Let’s have a conversation ..


Please do ask us to help you achieve this same impact in your organisation. We can deliver this activity for you and at the same time upskill your team to take over the delivery. You can weave this into your Strategy-related activities which means you’re paying once for resources and deploying them many times across your organisation.

Find out more about our approach for Engaging Change. You can have a go yourself by printing and writing on the resource within the brochure you can download. The stuff we care about is all over our YouTube channel @YourBigPic. I would love to take you through a taster of BIG PICTURE® in a Webinar you can sign-up for here.

Thanks for reading!