In this state focus on connecting a set of problems/urgency with a group of change recipients who care enough to participate in a potential change. The process of connecting problems to a potential guiding theme is an iterative process.
Change agents will interview various potential change recipients to examine their pain and problems, and see if they can come up with a form a guiding team to act as change champions for the suggested change.
As problems are identified, potential change recipients can be evaluated informally based on their ability to participate in coming up with solutions and countermeasures.
Ideal change champions will be ones who demonstrate experience in actually fixing problems and trying to come up with the solutions in the past. Our experience is that many organizations have employees who have practiced what we call "guerrilla agile", adopting one or more methods and practices without necessarily having organizational authority to do so, agile change agents should seek these people lie within the organization and target them for the first wave of change champions who can form a guiding team.
When a minimum viable change is in the Agree on Urgency state, change agents want to focus on identifying a set of problems that can go into the urgency section, and more importantly connecting those problems to a set of potential change recipients who feel that urgency enough to act as a guiding team, one that will help co-create and co-execute the potential change.
It's perfectly normal for the identifying label of the minimum viable change to be modified as it goes through the lifecycle. The beginning of the process the suggested change may have a very generic title, such as "implement agile methods with a specific team". As more information is understood about the potential change stakeholders will be and what the problems are, the title can reflect an agreed-upon vision.
The minimum viable change will be ready to enter the "negotiate change" state once the change agent has found a set of change recipients who are willing to commit to co-defining a change solution.
Read the Rest of Lean Change - Chapter 4: the Validated Change Lifecycle
- Validated Change Lifecycle Using Kotter, Leanstartup and Kanban
- State 1: Agree on the Urgency of Change
- State 2: Negotiate the Change
- State 3: Validate Adoption
- State 4: Verify Performance
- Realizing a Change Canvas through the Validated Change Lifecycle
- Instantiating the Lifecycle Effectively Using Information Radiators