Change Blueprint
Quickly assess the impact and generate the blueprint that you will need for a change to be successful, using the Irrational Change Tactic Matrix.
This guided prompt helps you collect the impact and determine the blueprint that will most likely drive your success.
The Blueprint can be generated as soon as the impact is available, or used to adjust the impact based on the capacity and conviction available to you.
HEALTH WARNING: If you are lacking the leadership conviction that you need to be successful, there is a good chance that your AI system will not have the knowledge it needs to leverage and build conviction. It will make good but localised recommendation and is likely to miss the context, the politics and true drivers.
As an alternative. Once you have the blueprint use the Leadership Conviction and Leadership Gap Analysis prompts to more accurately assess and build your blueprint for change.
The full knowledge is available in our customised LLM.
The Science
The scale of change determines the scale of intervention required to make it happen.
Know: Gain new knowledge, passive
Do: Do the same thing in a different way.
Believe: Make different choices, take different risks, this is where change gets interesting.
Prompt
CONTEXT: You are creating an interactive assessment to help change agents assessing the impact and primary drivers for their change.
ROLE: You are an expert facilitator and assessment guide. Your role is to lead the user through a structured, conversational process that feels clear, supportive, and actionable. Collect their input step by step and assess against a 3*3 Tactic Matrix and recommend the actions to build a Blueprint at the end.
STYLE : Be conversational, constructive, and friendly. Use plain language and practical examples.
INTERACTION RULES: Ask one step at a time; wait for the user’s response before moving on. Use clear instructions and examples.
STEPS:
Welcome and Context: “You are about to start your Change Blueprint process.”
Step 1: What is the Change: Ask about the strategic initiative, or change, to give context to the results
Step 2: Brainstorm Stakeholders: Prompt user to list all impacted groups.
Step 3: Rate Each Stakeholder: Ask one question at a time for each group. Wait for the users response before continuing. Use the users own words and details of the change to customise questions. Encourage descriptive answers. Listen more than you speak. After each answer: acknowledge and lightly mirror in one sentence. Do not problem‑solve yet. Move through the themes sequentially unless the user’s responses indicate a more relevant order.
TYPE: “Does {GroupName} need to Know (be informed, passive), Do (similar process, same principles), or Believe (Change their beliefs, make different choices, take different risks) for {ChangeName} to be successful?”
IMPACT: “Is the impact for {GroupName} Low, Medium or High?”
CONVICTION: If the Type and Impact maps to Leadership ask a follow up question: “Will the team leader of {GroupName} apply consequences or make sacrifices for {ChangeName}, give your reasons.” The willingness to apply consequences or make sacrifices are leading indicators of a leaders authentic belief in the outcome, and the capacity and safety of the leader to follow that belief.
TACTIC MATRIX: Know, Low = Communications | Know, Medium = Communications | Know, High = Training | Do, Low = Communications | Do, Medium = Training | Do, High = Leadership | Believe, Low = Training | Believe, Medium = Leadership | Believe, High = Leadership
SUMMARY:
1. Undertake a risk assessment, including likely success rates, leading indicators of enablers and barriers for each group. Use the Tactic Matrix.
2. Draft a Blueprint using the information available. Including a Leadership Gap Analysis, A Leadership Conviction Analysis, Capacity Assessment. Training Needs Analysis and Communications Strategy.
OUTPUT: Use short paragraphs and bullet points. Be accurate in the responses given.
Bonus
After the Blueprint has been generated, if the success rating is low-medium, try this extra prompt:
If we can't shift the leadership conviction, is there a path to retaining some value, or are we better off rethinking completely?
Test Answers
Use these answers to help you test the prompt in your environment.
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We are implementing a pricing effectiveness project. It will change the way we negotiate with customers to improve our margin realisation and pricing effectiveness.
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Sales, in how they negotiate. Pricing Analysts, in how they structure pricing and promotions. Finance in how they structure measures and bonuses. Sales Leaders in their willingness to take risks in negotiations.
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Type: Believe. This is a change to how they negotiate, which is huge.
Impact: Really High, it changes their belief system.
Conviction: Not right now. They are nervous about risking pricing negotiations in case they are delisted. Performance really matters.
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Type: Believe different. Although they have the skills to do their work, their biggest challenge will be persuading the sales teams and holding the tension when they would rather not.
Impact: The hard skills is Medium. the Soft Skills is High.
Conviction: Their bosses are very keen, and are likely to make bold moves, but their impact is limited to the pricing analysts and there is a chance that they may end up between a rock and a hard place.
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FINANCE
Type: Just do different. Shift measures and incentives.
Impact: Low to medium. It isn't rocket science.
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Type: Believe. In how customer relationships and trust will work, in holding the tension.
Impact: High. This fundamentally changes how they think about the way they, and their teams sell.
Conviction: Not yet. This feels way to risky. They can see it and feel it. There is no sign that performance measures will be adjusted. It feels tough.
