Technique 2.112 Challenges-to-Triumphs in Change
Introduction
The purpose is to identify where current change challenges are occurring, what they reveal about organisational capacity and how to convert them into sustainable change capability.
It can be used:
- Mid-change, especially if things feel messy
- At project reset points
- As a leadership or sponsor reflection tool
- As a precursor to targeted interventions.
OK for individuals or in small groups.
Score each statement on a 1–5 scale:
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
Discuss lowest-scoring areas first.
Convert insights into one or two focused actions.
Scoring Statements
1. Mindset: How We Interpret Challenges
Trial signal: Frustration, blame, fear of failure, etc
Statements
1.1 We treat setbacks as learning, not failure
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
1.2 Leaders model curiosity when things don’t work
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
1.3 We openly challenge assumptions when challenges emerge
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
1.4 Mistakes are discussed without blame
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
Insight:
Low scores indicate a fear-based change culture. Without mindset shift, technical fixes will fail.
Focus Action:
Introduce “learning reviews” instead of status reports.
2. Clarity: Do People Understand the Change?
Challenge signal: Confusion, mixed messages, rework, etc.
Statements
2.1 People can clearly explain why this change matters
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
2.2 The change connects to strategy and purpose
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
NB Success is defined in behavioural terms.
Leaders tell a consistent change story.
Triumph Insight:
Confusion often reflects leader misalignment, not employee resistance.
Focus Action:
Create a single-page “change narrative” co-owned by leaders.
3. Commitment: Do People Want This Change?
Challenge signal: Passive compliance, quiet resistance
Statements
3.1 Key stakeholders believe the change is necessary
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
3.2 People see personal and collective benefit
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
3.3 Concerns are surfaced and addressed early
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
NB Resisters are engaged, not marginalised.
Triumph Insight:
Low commitment signals an emotional gap, not a communication gap.
Focus Action:
Shift from telling to listening; run commitment-building conversations.
4. Capability: Can People Change the Way They Work?
Challenge signal: Slow adoption, reliance on old habits
Statements
4.1 People have the skills needed for the new way
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
4.2 Time and resources are available to practise
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
4.3 Learning is embedded in real work
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
4.4 Leaders coach, not just monitor
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
NB Triumph Insight:
Capability gaps masquerade as resistance.
Focus Action:
Replace one-off training with on-the-job experimentation.
5. Power & Politics: Who Wins and Loses?
Challenge signal: Blockers, behind-the-scenes resistance
Statements
5.1 Power impacts have been explicitly mapped
| Never | Rarely | s | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
5.2 Informal influencers are engaged
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
5.3 Leaders address losses openly
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
5.4 Decision rights and responsibilities are clear
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
NB Triumph Insight:
Unacknowledged loss creates underground resistance.
Focus Action:
Conduct a Power–Interest–Influence mapping session.
(for more detail, see elsewhere in the Knowledge Base)
6. Pace & Load: Is Change Sustainable?
Challenge signal: Fatigue, cynicism, disengagement, etc.
Statements
6.1 This change is prioritised over others
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
6.2 Low-value work has been stopped
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
6.3 Energy levels are monitored
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
6.4 Leaders pace change realistically
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
Triumph Insight:
Change fails when organisations add without subtracting.
Focus Action:
Create a “stop-doing” list linked to the change.
7. Learning & Adaptation: Do We Adjust Quickly Enough?
Challenge signal: Repeating the same problems
Statements
7.1 We regularly pause to reflect and adapt
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
7.2 Feedback loops are short and safe
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
7.3 Experiments are encouraged
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
7.4 Course corrections are visible
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
Triumph Insight:
Triumph comes from speed of learning, not perfection.
Focus Action:
Adopt ‘30-60-90’ day learning cycles.
(for more detail, see elsewhere in the Knowledge Base)
8. Sustainability: Will This Stick?
Challenge signal: Regression after initial success.
Statements
8.1 Systems reinforce new behaviours
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
8.2 Leaders role-model the change
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
8.3 Successes are recognised
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
8.4 Change capability is being built
| Never | Rarely | Sometimes | Often | Always |
|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 |
Triumph Insight:
If systems reward the old way, behaviour will follow.
Focus Action:
Align performance measures and incentives.
Comments
Scoring & Interpretation
| Average Score | Meaning |
|---|---|
| 4.1 – 5.0 | Change challenges are being actively converted into triumphs |
| 3.0 – 4.0 | Change is fragile—targeted intervention needed |
| 2.0 – 2.9 | High risk—challenges are compounding |
| < 2.0 | Change failure likely without reset |
Some Final Reflection Questions
1. Which challenges are teaching us the most right now?
2. Where are we blaming people instead of fixing systems?
3. What one capability, if strengthened, would create the biggest shift?
(main source: John Kotter, 1996)