Deep Battle Cards H–N
H — Repetition vs Walk the Talk
Definition: repetition increases exposure; Walk the Talk means leaders behave consistently with the vision.
Purpose: separate volume from credibility.
Inputs: message calendar vs incentives, decisions, exceptions and behavior.
Outputs: words repeated vs deeds aligned.
When: both support communication, but deeds can override words.
Scenario pair: weekly enterprise-first emails → repetition; align incentives with shared stewardship → Walk the Talk.
Deciding clue: exposure vs evidence.
Changed fact: if behavior aligns but people simply have not heard the vision enough, repetition/multiple forums becomes primary.
Trap: more sends cannot repair hypocrisy.
Memory: Say it often; live it always.
Source: 560–565.
I — D vs V vs F vs R in Gleicher
Definition: D=dissatisfaction; V=vision; F=first steps; R=resistance. Change becomes possible when D × V × F > R.
Purpose: diagnose why movement stalls.
Inputs: status-quo pain, future picture, first action, resistance sources.
Outputs: reason to leave / destination / first move / drag.
When: use when the stem structurally provides these ingredients.
Scenario pair: pain high + future clear + no next move → F; no perceived problem → D; future vague → V; loss/fear blocks action → R.
Changed fact: once first steps are solved but fear of lost authority dominates, R becomes primary.
Trap: do not compute invented scores.
Memory: D × V × F must beat R.
Source: 565.
J — Adopter Category vs Adoption Stage
Definition: category segments people by relative timing/propensity; stage describes one person’s decision journey.
Purpose: keep Rogers’ two structures separate.
Inputs: population pattern vs awareness/attitude/choice/use/reinforcement.
Outputs: who/when segment vs where in decision journey.
Scenario pair: influential early user → Early Adopter category; aware and forming attitude → Persuasion stage.
Deciding clue: segment vs journey.
Changed fact: when the question changes from “which adopter type?” to “where in decision process?”, switch structures.
Trap: Innovator≠Knowledge and Early Adopter≠Persuasion.
Memory: Category is who; stage is where.
Source: 565–569.
K — Trialability vs Observability
Definition: trialability = experiment before full commitment; observability = visibility of results.
Purpose: choose the correct Rogers lever.
Inputs: pilot design vs visible results/social proof.
Outputs: can try vs can see.
Scenario pair: sandbox test → trialability; visible peer dashboard → observability.
Deciding clue: experimentability vs visibility.
Changed fact: if a pilot exists but nobody can see benefits, observability is the gap.
Trap: a pilot does not mean both are solved.
Memory: Try it vs see it.
Source: 568–569.
L — Relative Advantage vs Compatibility
Definition: relative advantage = perceived improvement; compatibility = fit with values, needs and working context.
Purpose: diagnose “better but does not fit” vs “fits but value unclear.”
Inputs: current performance, stakeholder goals, culture/workflow.
Outputs: better vs fitting.
Scenario pair: cuts errors 50% → advantage; fits required approvals → compatibility.
Deciding clue: better than vs works here.
Changed fact: if fit is repaired but benefit still is not visible, relative advantage becomes the gap.
Trap: do not call every fit benefit “advantage.”
Memory: Worth it vs works here.
Source: 568–569.
M — Communication Plan Dimensions
Definition: Message=what; Goal=why/outcome; Audience=receiver; Channel=medium; Communicator=messenger; Timing/Frequency=when/how often; Metrics=did it work.
Purpose: make Table 40 design precise.
Inputs: stakeholder analysis, desired behavior, content, media, messenger credibility.
Outputs: distinct planning decisions.
Scenario pair: gain CFO sponsorship=goal; CFO=audience; risk/value points=message; 1:1=channel; CDO=communicator.
Deciding clue: why / what / to whom / how / by whom / when / did it work.
Changed fact: if delivery choices are right but there is no evidence of understanding/behavior change, Metrics becomes the gap.
Trap: communication planning is not “send a message.”
Memory: Plan the message and the delivery system.
Source: 573–575.
N — Initial Driver vs Sustaining Vision
Definition: driver = immediate audit/regulation/problem creating urgency; sustaining vision = broader long-term Data Management future.
Purpose: prevent successful projects becoming dead ends.
Inputs: immediate issue, strategic outcome, broader capability.
Outputs: trigger vs future direction.
When: driver launches; vision keeps support after trigger fades.
Scenario pair: audit finding → driver; enterprise trusted-data capability → sustaining vision.
Deciding clue: spark vs destination.
Changed fact: if broad vision is already owned/funded and benefits are visible, closing the initial issue need not threaten sustainment.
Trap: first project ≠ whole transformation.
Memory: Trigger starts; vision sustains.
Source: 569–571.