One of the most challenging aspects of any complex conflict or large project is managing the non-technical requirements.

This challenge is proving to be the Achilles heel of many important projects, and it does not have to be that way.

We need to stop treating conflicts as if they are negotiations, and we need an approach that uses complex uncertainty to our advantage.

I designed an approach that creates a living model of the ever-changing human landscape of a project, so together we can reduce the risks around the non-technical requirements.

By focusing on power and influencing how people interact we can make the complexity of the human landscape work to our advantage.

Here is how the Focal Thinking model works.

  1. PERSPECTIVE: Create a comprehensive, exhaustive model of all individuals, groups and organizations, so we can have a bird’s-eye view of absolutely everyone involved.

  2. UNDERSTANDING: Analyze everyone’s motivations and goals, so we can clearly understand where each person is coming from.

  3. POWER: Focus on who actually has power at any given moment, so we can identify the true sources of conflict and potential resolution.

  4. INFLUENCE: Design coalitions to influence those with actual power, so we can create winning conditions that may not have existed before.

  5. RESILIENCE: Create an internal team dynamic that constantly updates the above information and regularly revises strategy, so we can stay resilient in the face of constant change.

Together we will turn supporters into advocates, neutrals into sources of insight, and detractors into non-factors. 

I work directly with the C-Suite leadership of organizations undertaking large and mega-projects.

If this is starting to sound interesting, contact me about an initial Human Landscape Audit: mark@markszabo.com


WHAT YOU GET

1. Human Landscape Model for focused clarity on the context and issues in simple, actionable terms

  • Primary & secondary research for fact-based decision making

  • Identification of supporters, neutrals, and detractors

  • Clarification of their decision making priorities

  • Problematic patterns of interaction

2. Strategic Plan to change specific patterns of interaction  

  • Future state prototyping

  • Persuasion pinch points

  • Coalition opportunities

  • Implementation team requirements

3. Coordinate Tactics to create the needed support and neutralize detractors 

  • Communications channels

  • Facilitated engagement

  • Non-cooperative stretch collaboration

  • Change management implementation

  • Agile monitoring and feedback loop

4. Model Resilience to monitor constant updates 

  • Regular, real-time updates

  • Social & Earned Media analysis

  • Monitor the power conflicts

  • Tactics for Resolution

I work directly with the C-Suite leadership of organizations undertaking large and mega-projects.

If this still sounds interesting, contact me about an initial initial Human Landscape Audit: mark@markszabo.com


CLIENTS

The clients I currently work with require strict confidentiality. I work directly with the C-Suite leadership of organizations undertaking large and mega-projects.

Please feel free to contact me about an initial Human Landscape Audit: mark@markszabo.com