Go over the alternatives, and then ask executives to apply the twelve questions to the alternatives that hold the most appeal. Encourage them to consider each alternative like an ingredient in an omelet. One approach might be OK, but blending a few together might make for a more appetizing meal. Get staff involved. People want to be part of shaping their own future.
People are more committed to decisions they had a hand in making.
Members of a Human Resources department at Corning were asked to cut 30 percent of their costs, and then finally to eliminate their entire unit. Everyone was involved in considering alternatives that affected their lives. Some choose to take severance packages, others asked for career training, and so forth. It was stressful and contentious at times, but everyone seems to be adjusting well to the changes. There are many ways of getting an entire organization excited and involved in changes.