Client understanding

If the client is going to be introduced to the Seven Cs, you need to define how best to present the framework. Remember the filters section from the Client stage of the model? Rather than thinking "how do I introduce this model to the client?" the question is: "what will the client see if I show him the framework?" Some people might see it as a lot of jargon dreamed up to increase your fees, or as a valuable tool he might choose to adopt internally. Unless you can understand how the client understands the framework, then overt exposure can be a risk.

Assuming you decide to show the Seven Cs to your client, the next stage is to decide a learning path to take them down. This is where the potential capacity of the framework surfaces. In taking the client through a learning journey, you will effectively be managing a soft change in their cognitive map of the world. As such it will pay to use the Seven Cs as a guiding framework for this process.

Assume that the objective is to encourage the client to accept the Seven Cs as a valid change framework. If this is the desired outcome, then the next stage will be to use the 3M tool to map the change process that you need to manage. So for each of the seven stages, you need to determine what action needs to be taken as part of the change. In particular, you might choose to define a series of diagnostic questions that will help to work through the Seven Cs process. The list below develops a series of potential questions against each stage in the model:

• Client: What is the client's current view about the use of change models to aid the transformation project? How can it best be framed in a way that will be acceptable?

• Clarify: What are the reasons why he might not use the Seven Cs? Who will influence his views and what are the risks associated with introducing the model?

• Create: What are the range of style and methods that can be used to present the idea to the client and what is the best way?

• Change: How should the idea be introduced? Is it best to present it at an emotional or practical level? What will he gain by using the framework and how will you react if he doesn't respond well to the idea?

• Confirm: How can you understand if he likes the model and when is the best time to check? Do you check if he likes it at a practical or cognitive level?

• Continue: How can you ensure that the client will continue to use the model through the life of the change? Is it possible to include language from the model in the various operational processes associated with the change?

• Close: When is the best time to ask for feedback on the Seven Cs? How can you find out if the client is interested in using it for other projects?

This example indicates how the Seven Cs can be used for even the simplest type of change. The objective is to help influence how the client pictures the change and in particular to encourage them to use the Seven Cs framework. By mentally working through the framework, it is possible to map out both the questions to raise with the client and how any questions might be managed.