Scenarios 19–23 — Adoption, Sustainment & Communication
19 — Aware but not convinced
Situation: employees know new stewardship process exists but have not formed favorable attitude.
Primary: Rogers Persuasion stage bottleneck.
Supporting: Governance.
Roles: Change Agents, communicators, peers.
Best response: address relative advantage, compatibility, complexity, trialability and observability through relevant evidence/trusted peers.
Weaker: technical implementation instructions—they have not chosen to adopt.
Changed fact: once attitude is favorable and explicit adopt/reject choice is underway, Decision becomes primary.
Source: 567–569.
20 — Great tool, bad fit
Situation: DQ workflow reduces errors but conflicts with field approval practices.
Primary: Rogers compatibility problem.
Supporting: Data Quality.
Roles: Change Agents, field teams, process owners.
Best response: adapt workflow so benefit coexists with legitimate context; use trialability to test options.
Weaker: argue only relative advantage.
Changed fact: if workflow fits but users see no benefit, relative advantage becomes the gap.
Source: 568–569.
21 — Audit closed, program starved
Situation: remediation fixes the audit finding that funded DM; board removes support for broader governance/quality work.
Primary: sustainment failure; initial driver became endpoint and urgency/vision/support faded.
Supporting: Governance, DQ, Maturity.
Roles: CDO, coalition, sponsor.
Best response: reframe broader value, refresh urgency around real continuing needs, preserve coalition beyond audit and make benefits observable.
Weaker: invent another crisis.
Changed fact: if broad vision is funded/adopted but one workstream lacks capacity, resource planning becomes leading issue.
Source: 569–571.
22 — Same message for CFO and stewards
Situation: identical highly technical 20-page deck sent to CFO, compliance and frontline stewards.
Primary: audience evaluation/style problem.
Supporting: Governance.
Roles: communications lead, sponsor, stakeholder groups.
Best response: tailor objective, detail and pain/value framing to each audience; choose suitable style/channel/messenger.
Weaker: send same deck more often.
Changed fact: if content is tailored but CFO ignores it because messenger lacks credibility, Communicators becomes primary.
Source: 571–574.
23 — Activity metrics only
Situation: plan has messages/audiences/channels/timing/frequency but measures only emails sent and attendance.
Primary: metrics do not test understanding, willingness, ability or behavior change.
Supporting: Governance.
Roles: communications lead, DM leaders.
Best response: add outcome metrics through surveys/interviews/focus groups/feedback and ultimately behavior evidence.
Weaker: increase email volume to improve activity metric.
Changed fact: if effectiveness is strong but program lacks resources, Budget/Resource Plan becomes missing element.
Source: 573–575.