When asked about crucial turning points, the leaders said that it was early on when we openly talked about the risks and downsides of engaging in the effort.
This was not easy for those who really wanted to get started. They were fearful that looking at potential problems would inhibit buy-in.
Instead, as one of the participants said, "It is empowering to have all the information in front of you." Having the risks spoken out loud enhanced the experience of choice, a crucial aspect of authentic buy-in. Also, they had more confidence in their ability manage the change--(as the image displays, by acknowledging the risks as well as the inability to foresee everything in advance, they felt in a better position to respond as they went along--to build bridges to success).
Talking about risks right from the start is not itself without risk. But what you gain is true partners who are more likely to sustain teamwork through the inevitable trials of change. True partners need true "informed consent" about the entire nature of a change--both the benefits and the risks.