Scenarios 13–18 — Vision, Communication, Gleicher & Diffusion
13 — The 40-page vision
Situation: accurate vision takes 40 slides/45 minutes; leaders summarize it differently.
Primary: vision lacks focus/communicability.
Roles: coalition, leaders, communicators.
Best response: refine until imaginable, desirable, feasible, focused, flexible and communicable in roughly five minutes or less.
Weaker: more implementation detail.
Changed fact: once vision is simple/shared but leaders fail to model it, Walk the Talk becomes primary.
Source: 557–560.
14 — Weekly emails, contradictory incentives
Situation: executives promote shared stewardship while measures reward silo optimization/hiding issues.
Primary: communication credibility / Walk the Talk failure; structure reinforces old behavior.
Supporting: Governance, Organization & Roles.
Roles: executives, coalition, HR/performance owners.
Best response: align incentives/structures and behavior with vision; explain necessary temporary inconsistencies.
Weaker: send message more often.
Changed fact: if incentives and behavior align but vision is not heard/understood, repetition/multiple forums becomes primary.
Source: 560–565.
15 — Exception with no explanation
Situation: legal constraint creates six-month regional exception; it is quietly approved and staff see hypocrisy.
Primary: legitimate-looking inconsistency not explained.
Supporting: Governance, Compliance.
Roles: governance leader, communicator, regional stakeholders.
Best response: explain rationale, scope and duration honestly while reinforcing broader vision.
Weaker: deny exception exists.
Changed fact: if exception has no legitimate reason and only protects a favored group, remove it rather than merely explain it.
Source: 560–565.
16 — D and V without F
Situation: everyone accepts poor DQ and trusted-data vision, but no one knows the first achievable action.
Primary: weak F — first steps in Gleicher.
Supporting: DQ, Governance.
Roles: coalition, Change Agents, process owners.
Best response: define credible achievable first steps tied to vision, e.g., bounded pilot/accountability change.
Weaker: increase dissatisfaction further—D already strong and mishandling may increase R.
Changed fact: if credible pilot exists but fear of lost authority blocks participation, R becomes primary.
Source: 565.
17 — Vision without dissatisfaction
Situation: model + first steps are clear, but employees think current approach is “good enough.”
Primary: weak D — dissatisfaction.
Supporting: Governance.
Roles: sponsor, coalition, Change Agents.
Best response: make status-quo shortcomings visible through evidence, business pain, risk and stakeholder outcomes—without panic.
Weaker: prettier vision deck; V is not the gap.
Changed fact: if D becomes strong but better future remains unclear, V becomes primary.
Source: 565.
18 — Successful pilot stuck with enthusiasts
Situation: Innovators/Early Adopters love metadata process; Early Majority waits because normal-operation benefits are not demonstrated.
Primary: diffusion has not crossed mainstream; relative advantage/observability evidence weak for Early Majority.
Supporting: Metadata, Governance.
Roles: Early Adopters, Change Agents, business teams.
Best response: make results visible, show advantage/compatibility, use credible Early Adopters and safe trials.
Weaker: mandate enterprise use because Innovators proved it.
Changed fact: if Early Majority decides to adopt but struggles during use, Implementation support is primary.
Source: 565–569.