The research
How teams read a decision predicts its success.
DeChurch & Mesmer-Magnus (2010) · 231 correlations, 65 studies — shared understanding ranks among the strongest predictors of team performance.
The exposure
If teams quietly diverge, what's exposed?
Put in your numbers. See what's currently riding on an assumption you can't verify.
Your numbers
Your figures stay in your browser — AhaPlay never sees them.
Programme cost, leadership and team time — what you've already spent getting it moving.
The business value if the change sticks — revenue, avoided risk, the prize leadership signed up for.
McKinsey ~70%, Bain (2024) up to 88% of change programmes miss objectives. Drag to your own.
€1,225,000
Potentially exposed to invisible divergence
The value currently dependent on consistent interpretation and execution.
The early signals
Two signals that show the drift — in week one, not at delivery.
Divergence
Different interpretations of the same decision.
Visible week one, not at delivery.
Resistance
Disagreement that stays unspoken.
Surfaced now, not as friction later.
The intervention
Alignment isn't announced. It's built — in three layers.
Dutton & Heaphy (2003) — The Power of High-Quality Connections. — teams define what a change actually means together, not what each one assumed.
Cognitive Alignment
Define it together — don't assume it.
One agreed definition of what the change means, built in the room — so ‘quality customer connections’ is shared, not a slogan everyone reads differently.
Measured in the Alignment index
Motivational Alignment
Make it matter — felt, not told.
Teams confront the real impact of how they work today, challenge each other, and build genuine urgency to change — not compliance.
Measured in the Alignment index
Behavioural Alignment
Agree the practices — and own them.
Specific shared commitments — cameras on, join early, hand-raise — adopted together, not handed down.
Measured in the Commitment index