Page 266 - The Handbook for Quality Management a Complete Guide to Operational Excellence

252 C o n t i n u o u s I m p r o v e m e n t e f f e c t i v e C h a n g e M a n a g e m e n t 253

These steps for achieving buy-in may be used several times for different
issues within a given project, and can even be used informally within a
team meeting.
There are five levels that may be used to rate the buy-in (or lack of
buy-in) from stakeholder or stakeholder groups (Forum Corporation,
1996):
• Hostility
• Dissent
• Acceptance
• Support
• Buy-in

The lowest level, hostility, is easy to recognize. Dissent may go unno-
ticed until stakeholders are questioned about the change initiative, such
as through discussion or survey. Acceptance is the lowest level of buy-in
that should be considered for proceeding with the change initiative, but is
insufficient. Support must be achieved from a majority of the critical stake-
holder groups. True Buy-in is the desired level, when stakeholders are
enthusiastic in their commitment for change.
There are a number of issues that serve to reduce stakeholder buy-in
(Forum Corporation, 1996).

• Unclear goals. Goals need to be clearly communicated throughout
the stakeholder groups.
• No personal benefit. Goals should be stated in terms that provide a
clear link to personal benefits for stakeholders, such as decreased
hassles or improved working conditions.
• Predetermined solutions. When teams are given the solution without
chance for analysis of alternatives, they will likely be skeptical of
the result.
• Lack of communication. Analyses and results should be communi-
cated through out the stakeholder groups.
• Too many priorities. Teams need to be focused on achievable results.
• Short-term focus. Goals should provide clear benefits over short
and longer terms.
• No accountability. Clearly defined project sponsors, stakeholders,
and team members provide accountability.
• Disagreement on who the customer is. Clearly defined stakeholder
groups are needed for project success.
• Low probability of implementation. Formal project sponsorship and
approvals provide a clear implementation channel.

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