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This content has been adapted from UC Berkley’s Change Management Toolkit and other sources as cited.
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In most workplaces today, we are surrounded by constant innovation, new technology, potential M&A, and a connection to a global network, all of which have created a new normal of never-ending change. To handle the significant volume of change we experience, many proven tools and techniques have been designed to help us manage change.
Change can be bucketed into two main categories: Incremental and Transformational. Incremental change is more straightforward to implement successfully. It is often based on the current state to improve the existing way of doing our work. It typically involves fewer changes and affects a small number of people. On the other hand, Transformational change is more challenging to implement, normally having only a 30% success rate. (Taking Stock survey by The Change Management Toolbook, February 2005)
Things get more challenging when the change is Transformational because it is designed from a future state and involves a fundamentally new way of doing things. This typically involves significant culture change and affects a large number. The complexity involved in culture change is often why it is easier to change the change than it is to change the culture.
Culture is our values, beliefs, assumptions, and unwritten rules. These shape our behaviors and mindset as well as our performance. Individuals within an organization co-create the culture through conversations and by following behavioral norms. In addition to the overarching culture of an organization, individual subcultures often exist. Considering both of these for your particular initiative is necessary when determining how to approach a change for your area.
The one common denominator for achieving success in all change initiatives is people. According to Chip and Dan Heath, authors of Switch (see summary below), peoples’ brains have two independent systems at work at all times: the rational side (is reflective, it deliberates, analyzes, and looks to the future), and the emotional side (is instinctive, feels pleasure and pain). Think of the rational side of the brain as the Rider and the emotional side as an Elephant. The Rider’s strength is to think and to plan. Without a plan, there is no path to get things done. The Elephant’s strength is emotion. Without emotion, there is no motivation (no energy) to get things done.
https://flipbook.owntalentandlearning.com/switchsummary
Direct the Rider
Make the destination crystal clear
The Rider has its issues. A Rider likes to contemplate and analyze information before deciding on a direction. When a Rider isn’t sure exactly which direction to go, they lead the Elephant in circles. Often, what looks like resistance is actually lack of clarity.
Motivate the Elephant
Make the people feel the need for change
When an individual’s six-ton Elephant disagrees with their Rider's direction, the Rider will lose. The Rider may get their way temporarily through close monitoring and exerting self-control, but the Elephant will ALWAYS overpower the Rider in the long term. Why? Self-control is an exhaustible resource. Often, what looks like resistance is exhaustion. Motivation provides the energy the Rider needs to maintain self-control; lacking motivation may doom a change effort.
Shape the Path
Make the required changes specific
To direct the Rider and motivate the Elephant, we need to shape the Path by focusing on the situation, including the surrounding environment, to make the change more likely. Being specific narrows the focus, so the Elephant and the Rider are more likely to stay traveling together toward the goal. Often, what looks like resistance is actually a lack of direction.
Industry statistics show that only 30% of organizational change initiatives are successful. For a change initiative to be successful, the desired objectives of the effort must be fully realized. 70% of change initiatives fail because organizations do not manage effectively. There are seven necessary components of change management. If any element is neglected, the result will be a less-than-optimal achievement of the initiative goals. The graphic below illustrates the seven components required for successful change management and indicates specific consequences for missing components.
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Think of the rational side of an individual’s brain as the Rider. The Rider’s strength is to think and to plan. A Rider likes to contemplate and analyze information before deciding on a direction. When a Rider isn’t sure exactly which direction to go, they lead the emotional side of an individual’s brain (the Elephant) in circles. Often, what looks like resistance is actually lack of clarity.
Find the Bright Spots:**