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Diagnose120 min · v1.0

Work system and change impacts

Original workshop design for pilot use. This format has not been validated for effectiveness.

Summary and decision

Understand how proposed changes affect actual work across groups.

Decision: Agree the priority impacts and the additional evidence needed.

Preparation

  • Bring interview findings, observed work and current process maps.
  • Share a factual description of what may change.

Audience

8-16 people: representative employees, team leads, HR, IT, FM and workplace researchers.

Agenda

Agenda in minutes
#BlockMinutes
1Opening10
2Evidence15
3Exercise A30
4Break10
5Exercise B35
6Decisions20
Total120

Exercises A and B

Exercise A: 7P current work scan

  1. Describe one real workday using Purpose, People, Process, Place, Platform, Policy and Performance.
  2. Trace one dependency across functions and locations.
  3. Mark evidence gaps instead of filling them with assumptions.

Exercise B: Impact map

  1. Compare current and proposed work for each affected group.
  2. Check role, behaviour, process, skills, technology, place, relationships, authority, identity, workload and performance.
  3. Prioritise severe, widespread or hard-to-reverse impacts and identify an owner.

Worksheets

Worksheet A

Work episode and actors
Relevant 7P conditions
Evidence and contradictions
Dependencies and unknowns

Worksheet B

Group and changed practice
Impact dimensions and duration
Severity, evidence and uncertainty
Support or redesign owner

Illustrative example

Illustrative, not a real case

  • Illustrative: shared desks remove informal handover points.
  • The impact concerns workflow and relationships as well as space.
  • A short team handover and a visible queue become design options.

Completion criteria

  • Priority impacts name a specific group and work episode.
  • Temporary workload is included.
  • Unknowns have an evidence owner and date.

Follow-up

  • Validate the map with groups absent from the session.
  • Use W04 to diagnose behaviours behind the highest-priority impacts.

Points of attention

  • Avoid treating the organisation chart as a complete account of work.
  • Do not rank individuals by resistance or attitude.

Workplace phase and change activities

Workplace: Diagnose (phase in the Workplace method)

Change Management

  • Diagnose

    Why this workshop helps: Compares current and proposed work per group and names priority impacts.

    Adapting outside a workplace setting: Map the process, system or policy that changes instead of the physical workplace.

These links and notes are editorial guidance of the Codex, not a new or validated template. The workshop text and files on this page are unchanged.

Planned sessions

No sessions are planned.

Sources and downloads

Sources

S04Determinant frameworkNot effectiveness evidence

Damschroder et al. (2022). The updated Consolidated Framework for Implementation Research

Why here: Informs the structured look at context, barriers and facilitators per affected group. Use selected constructs; the 7P scan is our own synthesis, not CFIR, and this does not validate the workshop.

Finding:
CFIR supports structured examination of context, barriers and facilitators, with attention to recipients and equity.
Limitation for workplace:
Use selected relevant constructs. The 7P lens is our organising synthesis, not the CFIR structure or a validated scale.
Reviewed 2026-10-02

Downloads

Last reviewed: 2026-10-02