TPC Analysis

[Steven Bonacorsi]

TPC Analysis seeks to identify, label and understand sources of
resistance as either Technical (sunk costs, lack of skills, and lack
of critical resources), Political (issues of power and authority), or
Cultural (norms, mindsets, and habits). Building off the Key
Constituents Map Template and Attitude Charting Template, this tool
helps the team to more clearly understand the nature of the resistance
they will likely face and begin to developed a strategy to eliminate
or lessen it.

We often assume that once we have discovered a given population
relative to the attitude toward change they currently exhibit, we are
ready to develop an effective strategy for winning their support.
However, too often our analysis of the reason is shallow or
inaccurate. This tool enables the team to thoroughly understand the
nature of resistance and the specific strategy to use to influence and
gain support.

Steps used in performing TPS Analysis

1. Select one of the groups impacted by the change initiative from the
pie chart analysis conducted during Stakeholders Analysis, the Key
Constituents Map or the Attitude Charting.

2. Ask team members to list all of the reasons this population is
resisting the change initiative and then proceed to contain each in
one of the three source areas.

3. Assign a percent to each of the three areas (example: a team might
decide that only 20% of the resistance is truly technical and the
remaining 80% is split 60% political and 20% cultural). This analysis
should help the team strategy, regarding how to apply influence
pressure to win support (example: do not spend precious time trying to
argue the virtues of the project on technical grounds if 60% of the
resistance is stemming from company politics or Cultural norms).

4. At a minimum, the team should be able to agree on the nature of the
resistance and what it will take to frame the need for change with
this perspective in mind.

5. OPTIONal - Use this tool to understand the nature of the resistance
the team is meeting from specific individuals within a population, and
help the team develop customized pitches for the need for change
identified for each individual based on his/her concerns or issues.

Although usually used early on in the change initiative cycle, this
tool can and should be used whenever a new source of resistance is
identified. Even during the final stages, resistance should be
expected. This tool can save the team valuable time in understanding
the nature of the resistance.

Teams sometimes have difficulty distinguishing between the three forms
of resistance. It is important that the teams discuss each type of
resistance before proceeding with the analysis so that all team
members are using the same definition of what each type means. Then,
gain a general agreement on which of the three categories of
resistance is most likely to be driving the resistance the team is
meeting which will help the team aim its resources and energy
accordingly.


Steven Bonacorsi is a Certified Lean Six Sigma Master Black Belt
instructor and coach. He has trained thousands of Master Black Belts,
Black Belts, Green Belts, Project Sponsors and Executive Leaders in
Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement
methodologies.

Author for the Process Excellence Network (PEX Network / IQPC)

Process Excellence Network
Steven Bonacorsi, President of International Standard for Lean Six
Sigma (ISLSS)
Certified Lean Six Sigma Master Black Belt
47 Seasons Lane
Londonderry, NH 03053
Phone: +(1) (603) 401-7047
E-mail: sbona...@islss.com
Process Excellence Network: http://bit.ly/n4hBwu

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