THE CHANGE AGENT'S GUIDE

Turning "Cares" into problems to solve

The relationship between change agent and client is based on an assumption of need as identified at the outset and further uncovered during Stage 1 as a set of "Cares and concerns." You and the client both believe that something is wrong with the status quo and you both are ready to work for something better.

All too often, however, we accept this assumption of need without much further thought because we are eager to move on to “solutions.” If you do not take the time to study and understand the current state of the system, your change efforts are likely to be misdirected — and disappointing in the long run.

For this reason, you and your client should pause, at the beginning of your relationship, and take a careful look at the system around you. This is what we mean by “examine.” There needs to be a systematic attempt to understand the present situation. In medicine it is called “diagnosis,” and we use that word here also.

A good diagnosis is a description of the patient’s problem, which includes the essential details of symptoms, history, and possible causes. Your client and the client system is the patient. You will probably begin this diagnostic stage with the client’s “pain”- the system’s feeling of need – as the most obvious fact. As you begin to work on diagnosis, however, you help the client to articulate that need - to describe the type of pain, to pinpoint its location, and to recall its origin.

When diagnosis is complete, the original concern of Stage 1 should have been transformed into a defined problem stated in such a way that both you and your client can work rationally on its solution.

Photo: person looking at iPad with EXAMINE stage flowchart

Graphic: Clipboard with 2 EXAMINE questions

Exploring EXAMINE Topics

Spend time on diagnosis, so you can understand the real problem.

The Change Agent's Guide explores Stage 3: EXAMINE through these sub-steps:

Stage 3.1: Identifying problems
Stage 3.2: Identifying opportunities
Stage 3.3: Visualizing the system
Stage 3.4: Diagnostic inventory
Stage 3.5: Collaboration in making the diagnosis
Stage 3.6: Diagnostic pitfalls

To explore these topics, read The Change Agent's Guide.

Graphic: open books with change cycle on left page and EXAMINE flowchart on right page

EXAMINE Summary

The major considerations in examining the problems, needs, and circumstance of a designated client system are these:

Above all, make some kind of diagnosis. Try to find out what the client needs before you charge in with "solutions."
Identify and list the obvious symptoms as stated or presented by the client.
Look for second-level symptoms that may underlie the obvious ones.
Infer underlying causes when you see patterns of symptoms, but do not assume them when you lack sufficient evidence.
Identify opportunities and strengths as well as problems and weaknesses.
Look at your client group as a "system" and construct a diagnostic inventory from a systemic viewpoint.
Work with the client to define meaningful, obtainable, and measurable goals.
Maximize participation from client members in the diagnosis.

Always consider the impact of diagnostic information on your relationship with the client. Even if you must confront the members of the client system with unpleasant facts about themselves, try to do it constructively, stressing the benefits of changing rather than the horrors of their present state, and using specifics, not general and sweeping indictments.