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Abstract
This paper describes the Change Canvas, a visual framework for strategic conversations about change with large groups. The Change Canvas transfers to the complexity of organizational change the simplicity of Osterwalder's Business Model Canvas, step-by-step process from the lean start-ups and "design thinking" toolkit. It then plugs in the practical wisdom and insights on adaptive change from the Adaptive Leadership model.
Keywords: Change Canvas, Business Model Canvas, organizational change, leadership, Adaptive Leadership, design thinking
The Change Canvas is a one-page process template powered by both an Adaptive Leadership framework and design thinking. It offers a process for thinking collectively about change for an organization or community.
The Change Canvas-with its visual, sequential 10-step process of critical reflection- is a radical leap in terms of how change planning and implementation is accomplished in today's organizations because of its principles of inclusion and its cycle of ongoing learning. When printed on a large poster, the Change Canvas creates a productive space of critical reflection for many organizational actors by including them effectively in context diagnosis and intervention design, by building psychological ownership of the issue, and by mobilizing all stakeholders in implementation.
Drawing on case studies, my teaching at the Johns Hopkins University Carey Business School, but mainly on my work as a leadership consultant, this paper describes the Change Canvas and its use.
The Change Canvas Comes Alive
Meet Jack. Jack is a new director of a family-run business with high margins and excellent brands. Unfortunately, his corporate group is dealing with increasing market pressure, and the prior quarter's disappointing sales report is forcing top management to face the hard reality of new market conditions. Jack senses, based on his experience, that low sales are just the beginning and that the company will rapidly decline unless it moves away from reliance on individual contributors toward a more collaborative and teamwork-oriented culture.
Meet Lisa. Lisa is an HR manager who is trying to advance gender equity in the nonprofit organization where she works. Aside from a few speeches by the CEO, little progress has been made in the past three years to move this cause forward. She is aware that this task will not be accomplished in a month. Thus, she presses on, but it...