01 /
Map interests and consequences
Identify who decides, who contributes expertise and who will experience the change. Ask what each group needs to protect or achieve. Include customers or partners where relevant. Record concerns in their own terms and distinguish facts from assumptions about what other people think.
02 /
Find the unresolved decision
A team may support the objective while disagreeing about timing or workload. Another may question the objective itself. Separate those conversations and identify the evidence needed for each. Name the person with authority to decide and the process for considering input. Alignment does not require pretending every preference can be satisfied.
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Record agreements and revisit them
Document the decision, rationale, commitments and unresolved concerns. Explain what feedback could change the approach and what has already been settled. Assign responsibility for follow-up and check whether affected people understand what happens next. Communication should help people act, not simply announce that consultation has occurred.
Use this in your business
A concern-and-decision map
- Person or group: their role and how the change affects them.
- Desired outcome: what they want to achieve or protect.
- Concern: evidence, uncertainty or practical consequence.
- Decision: the choice needed and who can make it.
- Follow-up: commitment, owner and next discussion.
Illustrative example
What this could look like
Sales supports a new offer while operations is concerned about the rollout date. Treating the concern as resistance misses the issue. Map the capacity needed, compare launch options and agree who decides the timing after reviewing the evidence.
Your next move
Bring the decision into focus.
Pivot Point names stakeholder alignment and leadership alignment in its services. Bring the decision that is stalled and the perspectives that need to be heard.
Start a conversation Meet the advisory teamThis guide is general preparation information. Advice on legal, tax and financial consequences needs to reflect your circumstances.
Further reading: Inland Revenue: historical programme learning