All this happened, more or less.

1. Develops need for change. A change agent is often initially required to help his or her clients become aware of the need to alter their behavior. In order to initiate the change process, the change agent points our new alternatives to existing problems, dramatizes the importance of these problems, and may convince clients that they are capable of confronting these problems.* The change agent assesses clients' needs at this stage, and also may help to create these needs in a consultative manner.
2. Establishes an information-exchange relationship. ...
Clients must accept the change agent before they will accept the innovations that he or she promotes, because the innovations are often judged in part on the basis of how the change agent is perceived.
3. Diagnoses their problems.
..the change agent must view the situation empathically from the clients' perspective. ...must psychologically zip him or herself into the clients' skins, and see their situation through their eyes.
4. Creates intent to change in the client.
...motivate an interest in the innovation. But the change must be client-centered, rather than innovation-oriented, focusing on the clients' problems.
5. Translates intent into action.
...by working with opinion leaders to activate peer networks.
6. Stabilizes adoption and prevents discontinuances.
..effectively stabilize new behavior by directing reinforcing messages.
7. Achieves a terminal relationship. The end goal of a change agent is to develop self-renewing behavior** on the part of the client system.

E.M.Rogers. Diffusion of Innovations. 3rd ed. p.315

*cf reverse brainstorm as a preparation session. problem-solution roadmap. connect to the problem type, e.g. performance improvement that can lead to synthesis.
**learn to fish. supporting infrastructure ( control process, sw).