How to Create a Pull-System For Change
Replace the normal coercive push-system for change that people can't help but resist with a vengeance to a compellingly attractive pull-system for change that they embrace with a passsion.
How to Create a Pull-System For Change
We resist change only because of perceived or valid concerns: address them and we embrace the change.
- Restrict access to the programme to people with the drîm appetite, aptitude and influence.
- Commonstream roll-out features with participants' existing interests and passions.
- Provide response and engagement frameworks, to bring and equip people to engage collaboratively.
- Roll out like ripples in a pond - using a demand-driven approach.
The Need for a Change Framework
Having a perfect solution is of only academic value without the ability to make the change from the old way of doing things to the new way.
The Need for a Change Framework
The problem is that we are so familiar with the old way that we can follow it automatically, while the new way is unproven, untested and full of risks and kinks.
The solution is to collaborate in creating simple frameworks for identifying and mitigating risks and ironing out kinks - and to give people the opportunity to become adept at the new way, over time, before abandoning the old way.
The trick is to make the new way way more compellingly attractive, appealing and addictive than the old way, in the short-term - for all parties..
CMF
The Change Management Framework
A simple diagnostic and intervention framework to help people to target their change efforts.
CMF
The Change Management Framework
Diagnose and intervene, surgically at the lagging prerequisite(s) for change.
Resistance to change is very seldom illogical - never mind willful. It's nearly always perfectly understandable - even if it's not totally valid.
Identifying, ahead of time, the full set of potentially concerns that people might have - and providing ways of addressing them to everyone's satisfaction, smoothes the way for and enhances change.
Response Framework
Simple framework to deal with the cognitive dissonance that arises from being faced with new ideas that you aren’t that familiar with.
Response Framework
A series of simple questions to diagnose the origin of cognitive dissonance and respond accordingly.
Do you have reservations about:
- The Goal: what we're seeking to achieve?
- The Problem: what's holding us back?
- The Solution we're adopting for the Problem?
- The Plan: how we'll implement the solution?
- Your role in the plan?
If so, raise your concerns and present alternatives.
CommonStreaming
Instead of coercing people to abandon their existing interests and passions for new ones, key into aligned existing interests and passions.
CommonStreaming
Ensure that change is closely aligned with people's interests and passions - even if not as closely aligned with the change sought.
Start by introducing change in areas most aligned with the change that people are already interested and passionate about - to capitalise on existing energy and momentum.
It's sometimes even worthwhile to head in the opposite direction to the change sought, temporarily, to gain momentum, relieve pain and stress and foster alignment and synergy.
Restricted Access
Instead of trying to coerce people to join the change programme, restrict access to it and encourage them to compete for the opportunity.
Restricted Access
- Rank ideal Change Program Champions on Appetite, Aptitude and Influence.
- Tap the shoulder's of ideal Champions ahead of time, hinting at the career benefits of volunteering.
- Warn everyone that they'll be competing for a very small number of Champion opportunities.
- Ask for volunteers - and accept only as many as advertised.
- Lavish attention, support, praise and promotion on the Champions.
The Change Pattern
Identify and clearly define the Change Trigger point and symptoms and contrast the new response and it's prosequences with the old one and its consequences.
The Change Pattern
- Define the ideal transition point in migrating from the old way to the new way.
- Work out what triggers to use to prompt/remind ourselves to change to the new way.
- Identify the Prosequences of the new way and the Consequence of the old way.
- Contrast the new approach with the old approach.
- Use deep practice to make the transition easier and more effective.
Ripples in a Pond
Start small, tight and concentrated and expand outwards only as the value become obvious.
Ripples in a Pond
- Start with a series of small pilots where the appetite, aptitude and influence is greatest.
- Allow the roll-out to happen slowly at first - under the influence of pull, rather than push.
- Allow - and bring - momentum to gather over time - setting a cadence that people are comfortable with.
- Ensure the learnings are captured, recognised and disseminated in a way that makes the transition attractive and appealing to people.
