Long-term goal (make sure it is written in the positive and it is a goal, not an action!) – This is the ultimate “why” of your organisation.
Specific change areas – what are the specific things that need to change in order for that goal to become a reality?
Tangible steps to reaching those specific change areas – what are the things your organisation/company doing to impact on those “specific change areas”?
Draw lines linking those tangible steps to the relevant specific change areas.
Flesh out your tangible steps down to the base actions you do, this may be multiple steps.
Write down the pre-existing conditions that inform your actions.
Connect your actions and pre-existing conditions to each other (It may look like spaghetti!)
Look at your own assumptions – this is a difficult step, but do not leave it out as you may realise you are missing a piece of the puzzle. Assumptions, by their nature, tend to be subconscious and may take some digging to reach.
- Indicators (what are the visual measures for your achievement?) This is where you get to make commitments to change.
a. Whom are we changing? Who are our beneficiaries? What is our target audience?b. How many “whos” will succeed if they are in your system?
c. How many “whos” changed will be considered a success? What is the tipping point?
d. By when?
- Remember to look back on your diagram – some of the actions need to be intentional, and some outcomes will happen organically. You can go back and colour-code your lines to make sure you are focusing on where your energy needs to be spent.