Moving forward when strategy implementation is stalled in a deadlock.
A government department had embarked on a large-scale, multi-million change project encompassing physical changes to a number of premises as well as ways of working and organisational structure. More than a year into the project there was still no consensus on strategy and implementation plan. Frustration was leading to conflict which had paralyzed progress.
We used our deep change process, applying dialogue system maps. The maps were shared with the stakeholders at an intensive workshop building dialogue towards reaching a common vision and devise an agreed path forward. The workshop was followed by a report and recommendations by Camrosh.
The project moved the team from a state of paralysis to a proactive state of interaction between the strategy and delivery teams. The teams became aware of not only the practical issues surrounding the project, but also everybody’s feelings towards it, and how these impact the project’s chance of success. This helped the client teams to achieve the ‘performing stage’ with better interactions between the teams actively communicating on a daily basis. The workshop also brought to surface unanswered questions that the teams were unaware of before. Equipped with this new awareness, the client started to appropriately address them and moved forward with implementation successfully.