Lean Change Canvases

Lean Change Management is derived from the underpinnings of Agile, Complexity Thinking, Social Change Theory, Brain Science, and Lean Start-Up. The concepts and practices of LCM help people change by thinking through the lens of co-creation. It encourages people, especially managers and leadership, to consider how change is incepted and introduced within their organization, allowing the people who will be impacted by a change to participate in defining the change more often.  

Evolvement Change created the canvases below to help foster environments where change can be co-created, uplifting, successful, and fun even. They were inspired by the work of Jason Little, the creator of Lean Change Management (LCM), and Jurgen Appelo, the creator of Management 3.0. Use them with your favorite digital whiteboarding tools, such as Mural or Miro.

If you want a deeper understanding of using these canvases, consider reading our blog about them or attending one of our courses.

File Updated 08/07/21

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Zip file of all 12+ canvases

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Information Gathering Canvases

Change Influence Grid.png

Change Influence Grid

Titles don't tell the whole story about the people and relationships within an organization. Influence can come from anywhere throughout the organizational structure. Understanding how a person can leverage their influence in their change ecosystem can help change agents build the connective fibers that empower transformative change.

Canvas Updated 08/02/21

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Change Influence Mapping.png

Change Influence Mapping

One concept defined in Lean Change Management is that people fall into three change personas - those who are willing to move towards change sooner (movers), those looking for safety to change (movables), and those who are comfortable where they are (immovables). Marrying the understanding of influence to these personas provides an additional layer of awareness.

Canvas Updated 08/02/21

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Behavior Mapping.png

Behavior Mapping

BJ Fogg created his behavior model to increase awareness that people can be motivated for change yet not possess the ability to change. When motivation or ability is low, the likelihood that change will occur is also low. An exception might be when you intentionally disrupt the ecosystem (see Change Response Mapping and Culture Hack Mapping canvases below).

Canvas Updated 08/02/21

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Change Perspective Canvas.png

Change Perspective

If you want to break the cycle of failed change, start involving non-management people in defining how a change will be implemented. What would they like to see improved? Gaining insight from throughout the organization helps identify what needs to be changed and who is aligned. It also helps surface the potential impacts any changes might have.

Canvas Updated 08/07/21

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Idea Diversity Mapping.png

Idea Diversity Mapping

Dissenting views are super valuable in contributing to a better decision. Yet, we tend to focus on the majority view only. Is there enough safety to share dissenting ideas? Does the group have enough knowledge of what needs to change to make a good decision?

Canvas Updated 08/02/21

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Pull Change System Strategy.png

Pull Change
System Strategy

Some people are ready and willing to change; others, not so much. How can we help people become more capable of seeing the benefits of change? How can we get those already motivated to help those who aren't seeing their intrinsic motivation in a change? This canvas should help. 

Canvas Updated 08/07/21

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Change Rate Mapping.png

Change Rate Mapping

People change at different speeds and they respond to external change forces in different ways. This canvas can be used to better understand how quickly a person or an ecosystem might want to change. 

Canvas Updated 08/29/21

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Change Definition Canvases

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Strategic Change Complexity

This canvas helps people define the foundational change attributes - from the perceived benefits to which people and resources will be needed to make the change successful. Additionally, it raises the discussion about how the change will be introduced to the ecosystem; will leadership apply this change to the system, or will they co-create and delegate some decisions.

 

This canvas also contains the Change Complexity Grid and the Change Response Mapping canvases so that you can discuss the complete change picture all in one area.

Canvas Updated 08/02/21

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Co-creation Change Delivery Canvas.png

Co-creation Change Delivery

A tactical canvas meant to be used at the point of change delivery. Those impacted by organizational change can use this canvas with their leaders to better understand how a change will be implemented locally.

 

Because people and teams change at different rates and in different ways, using this canvas at the lowest grouping of people for a change is ideal. In addition, it empowers a group to define how they will get to a change outcome in their own way.

 

And finally, it helps them identify change options and experiments they have control over vs when they will need to use their influence and relationships to nudge change forward.

Canvas Updated 08/02/21

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Change Complexity Grid.png

Change Complexity Grid

Based on the complexity grid from Management 3.0, this canvas helps people have a conversation about the complexity of their work. The goal?... Understand what you know and what you don't know, in addition to what constraints you have present. Make sure you revisit this grid often to reevaluate the life cycle of complexity throughout your delivery.

Canvas Updated 08/02/21

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Change Complexity Response Grid.png

Change Complexity Response Grid

Arriving at an intersection of predictiveness and stability provides the ability to better understand how we respond to change, at least for now. But, unfortunately, complex ecosystems are never predictive, so we must evaluate our level of complexity often as things change.

Canvas Updated 08/02/21

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Change Response Mapping.png

Change Response Mapping

When change is simple and ordered, we can plan through the delivery of change by identifying which activities need to be implemented. Yet, as the unknowns increase, we begin to experiment so that we discover what's next. There are also times when we are looking to shake things up, disrupting our ecosystem with a hack.

Canvas Updated 08/02/21

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Culture Hack Mapping.png

Culture Hack Mapping

Culture Hacking is a concept of Lean Change Management. Sometimes you try a few things to get a change moving, and nothing happens. Maybe your stimulus is too close to the already existing organizational norms. To get it unstuck, work out your more disruptive change options and experiments to loosen things up.

Canvas Updated 08/02/21

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Implementation and Feedback Canvases

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Change Progression

The purpose of this canvas is to track progress over perfection. Are your experiments working? What new insights are you gathering for this change? Are there new experiments that can be run? Has the complexity of this change shifted? All great things to consider as you iteratively and incrementally introduce change into your ecosystem.

Canvas Updated 08/02/21

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Lean Change Cycle Canvas.png

Lean Change Cycle

The Lean Change Cycle consists of identifying insights, options, and experiments. This canvas couples those steps with complementary concepts that compare facts vs assumptions, cost vs value, and a histogram of experiments.

Canvas Updated 08/02/21

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