Change planning

Implementation strategies: Functions and intentions

By Julia E. Moore and Sobia Khan.

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1. Julia E Moore (biography)
2. Sobia Khan (biography)

When planning for change, how can you usefully think about the intended function or purpose of your implementation strategy? And what are effective ways to usefully think about how the strategy will operate in practice, the mechanisms that shape how people experience it, and how change is activated? 

We have developed thirteen intended functions or purposes that an implementation strategy can serve. Functions clarify what a strategy is meant to accomplish. In addition, we have developed 35 intentions of implementation strategies, which describe how people engage with a strategy and how it leads to change.

Functions of implementation strategies

Individuals and teams who are planning, implementing, or supporting change may find it useful to review the 13 functions or purposes of strategies for change that are described in the table below in order to clearly communicate, and effectively plan for, what they are aiming to achieve.

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The role of frames and framing in communication and change

Edited by Gabriele Bammer

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What are frames and framing? What roles do they play in making change happen? What are some essential principles of framing? Can framing be used to manipulate people?

This editor’s addition draws on the 2014 updated edition of George Lakoff’s classic work “Don’t think of an elephant.” Lakoff provided these ideas in the US context of the contest between progressive and conservative ideas, and here they are adapted to be more general, including highlighting issues relevant to dealing with complex problems.

What are frames?

There is no simple definition of frames, with key elements including that they are embedded in neural circuits, that they are linked to morals or values, and that they are evoked by language. Lakoff highlights that:

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Change planning: Dreamer, realist, critic

Edited by Gabriele Bammer

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How can change be planned for in an effective way that creatively develops new ideas, plans the practicalities of their implementation and assesses risks?

The process described here is also referred to as Walt Disney circle, Disney creative strategy, and Disney brainstorming method, and is adapted from Nauheimer (1997).

Planning change involves four phases. The first three phases, in turn, are to 1) create new ideas, 2) plan the practicalities of their implementation and 3) assess the risks. Phase 4 is an iterative phase that reviews further input needed in each of the first three phases.

The process is conceived as involving three roles: dreamer, realist and critic. The idea of separating the process into these three roles is to ensure that each is fully considered without interference from the others. For instance the aim is to allow the creative ideas to be fully developed, without being stymied by criticism. One person or a group could take all three roles in turn or different people could take different roles. What is important is that all three roles are fully brought into play.

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