1. Create a scene.
To understand what needs to change, describe a scene in your ideal future, explaining what your employees would be doing after the change takes place. For example, if you want innovative ideas to arise more organically, then describe what a product development phase would look like if that was the case. What skills would people have? How would they communicate information? Who would contribute to which decisions? How would talent be rewarded and measured? "Think about what it would actually look like if you could pull this [change] off," Shea says.
2. Talk to your team.
Once you've created a scene, gather the people whose behavior will be affected -- the ones who will live the change. For example, if hospital administrators want to reduce the number of readmissions, they need to talk with all of the nurses, doctors, social workers, and caretakers who handle frequently readmitted patients. "Change lives in the details of the workplace," Shea says. "People at the most senior levels don’t know much about that."
Give the group an opportunity to review and discuss the scenes that you created. Ask, are they realistic? Are there other barriers preventing these behaviors? What would you add to these scenes? Not only will you get helpful insights to paint a more effective picture, you will also get buy-in from the people responsible for enacting the change.
3. Rethink the work environment.
Guided by your scenes and conversations, think about how the work environment needs to change to promote new behaviors. Set up the workplace so the behaviors you want are easy and incentivized, while the behaviors you don’t want meet resistance. For example, you might increase collaboration by switching to an open office plan, creating idea walls where people can ask and answer questions, setting up an internal chat system, and rewarding collaborative projects.