Chapter 5: Threats and opportunities

Threats and opportunities: Itchy feet make for successful change

When last we met, we talked about the fact that successful change efforts require the creation of a compelling need for change. This need has to be strong enough to overcome our natural tendency to revel in the complacency of the status quo.

One of the simplest ways I know of to create a compelling need for change – the need that overcomes our preternatural to keep things just the way they are – is to brainstorm threats and opportunities.

If you’re familiar with a SWOT analysis, you’ll recognize threats and opportunities as the T and O of that acronym (strengths and weaknesses are the S and W, incidentally). If you’re not, don’t sweat it. It’s a simple concept.

Threats are the bad things that will happen to us if we don’t change. For example, if I don’t change my socks, maybe the pair I’m wearing will wear out. Maybe my significant other will leave me, repulsed by the odor. Maybe I’ll develop some horrible toenail fungus. Or maybe my feet will just itch so badly that I won’t be able to stand it.

Those are threats.

Opportunities, on the other hand, are the good things that will happen to us if we implement the change in question. If I start changing my socks, they’ll last longer. I might discover that some socks are more comfortable than the ones I’ve been wearing. I might be able to get that pedicure I’ve always wanted.

Those are opportunities.

When you’re brainstorming threats and opportunities, pull together as many key stakeholders as you can, and remember conventional brainstorming rules and etiquette.. Quantity of ideas is more important than quality. Every idea gets captured. Even the most ludicrous idea gets air time, and no energy is wasted on shooting ideas down, even when they’re really, really stupid.

Once you’ve amassed a sizable list of threats and opportunities, there will probably be no doubt in the room that the change is necessary. However, before you move forward, you’ll want to prioritize your lists. After all, you’ll be using these to spread the need for change like a virus across the organization.

To create and communicate a vision of the future state, build commitment to the change, remove obstacles and build coalitions that will get it done, you’ll want to be carry your best ideas (i.e. the most compelling, most impacting and most likely to occur) forward. Those words can be woven into elevator pitches, rallying cries and inspirational anthems with three-part harmony.

In any project, extra effort invested at the beginning always pays dividends down the road. Put the work into creating a compelling imperative for change up front and you’ll find fewer hurdles, fewer resisters and fewer saboteurs of the effort down the road. Make your organization’s feet itch, and the rest will follow.