How To Troubleshoot Change

The following matrix was presented in a chapter titled A Framework for Thinking About Systems Change by Timothy P. Knoster, Richard A. Villa, and Jacqueline S. Thousand, that appeared in Restructuring for Caring and Effective Education: Piecing the Puzzle Together. It was adapted from the work of Ambrose in Managing Complex Change.



It is a useful tool not only for creating a strategy for change, but for evaluating change initiatives. It is useful in identifying the reactions people are having to the change process and to understand why those reactions occurred. From there, one can consider what will need to be done to get a derailed change strategy back on track.

From the matrix, we see that vision – a compelling future state – provides direction and a sense of unity in a group. Without it, people are likely to feel confused.

Change requires that people move into new territory, but if they don’t feel that they have the necessary skills to effectively carry out their part, they will more than likely experience anxiety. Additionally, if there is no incentive, if people don’t see the value of the change – what’s in it for them – they are bound to be resistant to it. Incentives, while giving a rational for change, also help to build consensus.

Resources are those things that people feel they will need to carry out a change initiative. They could be physical or emotional resources. Without them they are likely to feel frustrated.

Finally, without a clear action plan, people will experience false starts – a sense of being on a treadmill, not really being able to get any traction.