Selling big systems ideas to stakeholders who only see part of the picture
It can be frustrating for a systems leader with a bold, holistic vision to drive meaningful change, only to be met by blank stares, skepticism, or even resistance from stakeholders who don’t see the bigger picture. As much as we'd love for everyone to intuitively grasp the grand, interconnected plan, the reality is that most stakeholders are focused on their own immediate concerns. They see only a piece of the puzzle, while the whole picture remains elusive. This is the challenge – and the opportunity.
When trying to drive whole-of-system change, it's easy to encounter the “forest-for-the-trees” problem. Stakeholders, especially in large organizations or communities, are usually most concerned with their own “tree.” They need to see how any change will directly affect their role, resources, or outcomes. Yet, we know that to realise transformative impact, these individual parts must move together, synchronised within a larger, coordinated system. This tension creates a challenge for systems leaders:
How can we bring others along and help them see a new possible path when they are deeply anchored in the present?
Why Big Ideas Often Hit a Wall
Whole-of-system ideas – like reforming an entire organisation’s structure, shifting to sustainable business models, or reimagining the way community resources are shared – require individuals to rethink and often upend familiar processes and habits. These proposals are complex, multi-layered, and inherently disruptive. They demand time, energy, and trust, and it’s unrealistic to expect everyone to immediately jump on board with a big vision they can’t yet grasp.
When stakeholders encounter something unfamiliar or overwhelming, the natural response is to retreat, criticise, or look for immediate flaws. For example, if a public health leader proposes a sweeping new system for community-based care, some people may only see the logistical disruptions to current clinics, budget implications, or the immediate impact on their own departments. The vision of healthier, more empowered communities might be clear to the leader but opaque to others.
How breaking down big ideas creates self-evident next steps
What makes a successful systems leader stand out isn’t just their ability to think big but their skill in distilling that vision into manageable, actionable steps. Here are three principles to keep in mind:
Find the “Visible Win” in each step: Instead of presenting the entire model, start with a small, demonstrable success. This should be something that everyone can see and feel, creating a self-evident next step. For instance, if you’re implementing a new integrated data system across departments, begin with one department’s successful case, letting it act as proof of concept. People need evidence that this big change is both practical and worth the investment, and small, achievable steps are the best way to create it.
Make connections clear and tangible: Remember, the big system is always interconnected, so help stakeholders see exactly how their part will fit into the whole. Even if they’re just responsible for one aspect of the project, leaders must help them see how their “tree” is part of the larger “forest.” If people feel their role is integral to the vision, they’re more likely to support it.
Anticipate resistance and address it in stages: Resistance often stems from uncertainty and the fear of losing control over one's domain. A systems leader should anticipate these challenges and offer concrete answers to ease people’s concerns. Breaking down the process helps stakeholders feel that the system isn’t something foreign being imposed upon them; rather, it’s something they’re building and understanding together.
Create an “Aha” moment for stakeholders
Each step in a whole-of-system transformation is an opportunity to create small “aha” moments. The best systems leaders know how to move people from understanding their own role in a new way to recognising the value of the whole. These leaders demonstrate that the incremental shifts they’re asking for now lead to benefits down the line.
The key here is to build momentum. As people begin to see the tangible benefits of each small change, the vision becomes less abstract and more realistic. For example, when a leader at a large healthcare system successfully introduced a new patient-centred approach, they started by demonstrating a pilot program in a single clinic. By showing concrete results there, they created a groundswell of enthusiasm across the organisation, which ultimately drove broader adoption.
The whole picture comes into view
For systems leaders, patience and persistence are essential. Transformational change requires building trust, showing results, and guiding people step by step toward seeing the bigger picture. It’s about balancing the big vision with the humility to meet people where they are and respect their need for tangible results.
The whole-of-system vision may still be front and centre, but by starting with the small, clear steps that make sense, you create the path for others to follow naturally. Once people understand the value of their individual part and the interconnected whole, that’s when the magic happens – and that’s when transformative change becomes a shared journey.
We've seen this play out in projects we've work on. On of the most common frustrations is being able to communicate from the future.
The goal with our blog is to make big ideas accessible. If you'd like to dive deeper into this work, good next steps include:
John Kotter's "8-Step Process for Leading Change," a practical approach to engaging stakeholders, in his book Leading Change.
Margaret Wheatley's Leadership and the New Science (or frankly anything by Margaret Wheatley) if you are interesting in exploring resistance to change.
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