Welcome to Jannaways

Purpose: Why This Change Matters

The diagnostic question:
"Does everyone understand why this change matters to our mission right now?"

That conversation about teams working to different definitions of "right" is a Purpose lens moment. As change layered on change, departments developed informal definitions of success. Local wins didn't add up to system-level progress because people were aiming at different targets.

When purpose is unclear, every other lens distorts.

People: How Change Is Experienced

The diagnostic question:
"Do we know how people are actually experiencing this change?"

When we were are puzzled over why a team pushes back on changes they'd helped design. The easy diagnosis was resistance. But when we explored workload and competing demands, the real issue emerged. They agreed with the change but had no capacity to implement it without something else breaking.

Leaders often believe teams have "bought in" because they nodded in the meeting. Meanwhile, people quietly adapt the change to make it survivable, not out of disagreement, but exhaustion.

Power: Where Authority and Influence Actually Sit

The diagnostic question:
"Are decisions and authority aligned with what this change demands?"

Decisions that should take days are taking weeks, not because people are slow, but because informal veto power sits with people rarely in the room. It's not on any org chart, but everyone knows whose objection will quietly stall a decision.

Governance structures matter less than governance realities. Who actually makes decisions? Whose permission is sought? Who can stop progress without ever attending a meeting?

Process: How Work Flows and Systems Connect

The diagnostic question:
"Are our workflows enabling progress or quietly blocking it?"

We'd launched new tools and procedures. The team asked: "If we follow a piece of work through the actual system, not the designed system, what happens?"

Mapping it showed why adoption was slow: people weren't being difficult, they were being rational. The new way required more steps, more handoffs, and more effort than the old workarounds. When the easiest path after the meeting is still the old way, that's the one people take.

Process isn't just about efficiency. It's about how work moves, where handoffs break, how information flows, and whether systems create friction.

Practice: What Behaviours Need to Shift Daily

The diagnostic question:
"Have we made the daily behaviours of change easy and visible?"

The Practice lens became clear when I asked: "What does this change look like in someone's Tuesday morning?" We realised we couldn't answer for most roles. Strategy had been translated into plans and communications, but not into behaviour.

Without clear expectations for daily practice, and support to make those shifts realistic, people default to old habits, even when they agree with the change in principle.

This is where change sticks or doesn't. You can redesign structures, improve processes, and clarify purpose, but if daily practice doesn't shift, nothing fundamentally changes.