Mastering change with the FISKAL framework

Change is difficult. Psychologists, sociologists, and even management gurus have documented it for decades. We see it every day: humans resist change. Nowhere is this more evident than in people, process, and technology projects, tnew systems, workflows, or ways of working collide with entrenched habits.

The resistance typically unfolds in three predictable phases:

1. Closed to the Process: At first, people simply don’t want to engage. They tune out, avoid meetings, or dismiss the change as unnecessary. It’s the “this doesn’t apply to me” mindset.

2. Defensiveness: Next, they dig in their heels, defending the current process or technology. Justifying unnecessary procedures often.

3. Stubborn Reluctance: Finally, even when the change is underway, stubbornness kicks in. People reluctantly use the new procedures or quietly revert to old habits when no one’s looking.

Sound familiar? If you’ve ever led a project, you’ve likely encountered this cycle. According to McKinsey, up to 70% of change programs fail, often because of this very human resistance.

We’ve developed a framework that greatly increase implementation success rate’s. It might sound like something from a dusty management book from the 2000s.

We call it FISKAL: Foundation, Inspiration, Skills, Knowledge, Application, and Longevity.

Here’s how it works.

The FISKAL Framework: A Step-by-Step Guide to Change

1. Foundation (F): Laying the Groundwork

   Every successful change begins with a clear “why.” The Foundation step is about setting the stage, ensuring everyone understands the need for change and the context behind it.

2. Inspiration (I): Igniting the Spark

   Understanding the “why” is one thing; wanting to act on it is another. Inspiration is about creating emotional and psychological buy-in. Turning passive observers into active participants. Tell a compelling story about the future. Highlight benefits or showcase early wins from peers.

3. Skills (S): Equipping the Team

   Excitement fades fast if people don’t know how to use the new process or technoplogy. The Skills step focuses on building practical abilities, giving your team the tools they need to succeed.

   • For a tech rollout, this might mean hands-on workshops or sandbox environments to practice. For process changes, it could be “walking through” new workflows.

   • Options to Consider:

     • In-person or virtual training sessions

     • Online courses or certifications

     • Peer mentoring from early adopters

4. Kick Off (K): Commit to a roll-out date

   Commit to a roll-out date. This ensures outline goals, timelines, and responsibilities are well defioned before the roll-out date, and progress is consistently monitored and feedback loops to ensure all stakeholders are aware of the go live date and progress.

5. Application (A): Making It Real

   This is where the rubber meets the road. Application is about putting skills and knowledge into practice in the real world. Start small with pilot programs or phased rollouts. Set clear expectations, provide support through Deep Dive session or Q&A Sessions on real world applications

6. Longevity (L): Making It Stick

7. Change isn’t a one-off event; it’s a journey. Longevity ensures the new way becomes the only way, embedded into the organization’s culture and routines. Ongoing reinforcement is critical, regular check-ins, refreshed training, or tying the change to performance reviews. Appoint champions to keep the energy alive.