U therefore stands for the pressure of suffering in the current state. We contrast this with an attractive target image Z, a positive vision of what could be. As is often the case, the fish must like the worm, not the angler. Thanks to our experience, we generate good ideas for project communication that not only „taste good“ to the management, but also convinces and engages the future users. The third point is a practicable way W to realize the positive target image. It must be clear and plausible to the users how management, service providers and the project team intend to achieve this goal. We can ensure this through our expertise in project management.
It is also important to note that the model presented is a mathematical product. The values of dissatisfaction, target state and path are therefore multiplied. This illustrates that all three values must be strong for the change process to succeed.
If the disadvantages of a current situation are not clear to those involved, neither a perfect target vision nor a good plan of how to achieve it will help – those involved will then simply sit out the change process. And no matter how high the pressure of suffering and how desirable and strong the vision, if we cannot explain to those involved how the goal can be achieved or why we are setting it in the first place, the change process will peter out.