The Irrational Side of Change Management by Carolyn Aiken and Scott Keller – Flashcards
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Four basic conditions are necessary before employees will change their behavior
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1. A COMPELLING STORY, because employees must see the point of the change and agree with it 2. ROLE MODELING, because they must also see the CEO and colleagues they admire behaving in the new ways 3. REINFORCING MECHANISMS, because systems, processes, and incentives must be in line with the new behavior 4. CAPABILITY BUILDING, because employees must have the skills required to make the desired changes
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Nine insights into how human nature gets in the way of successfully applying the four conditions required for behavioral change
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CREATING A COMPELLING STORY 1. What motivates you doesn't motivate most of your employees 2. You are better off letting them write their own story 3. It takes a store with both + and - to create real energy ROLE MODELING 4. Leaders believe mistakenly that they already "are the change" 5. "Influence leaders" aren't a panacea for making change happen REINFORCING MECHANISMS 6. Money is the most expensive way to motivate people 7. The process and the outcome have got to be fair CAPABILITY BUILDING 8. Employees are what they think, feel, and believe in 9. Good intentions aren't enough
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CREATING A COMPELLING STORY 1. What motivates you doesn't motivate most of your employees
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Split among 5 forms of impact 1. Impact on society 2. Impact on the customer 3. Impact on the company and its shareholders 4. Impact on the working team 5. Impact on "me" Change leaders need to create a story that covers these things that motivate employees
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CREATING A COMPELLING STORY 2. You are better off letting them write their own story
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Communicating the story would be better spent listening, not telling When we choose for ourselves, we are far more committed to the outcome
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CREATING A COMPELLING STORY 3. It takes a store with both + and - to create real energy
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The field of change management has drawn an artificial divide between deficit based (identify problem, analyze, then take action) and constructionist based (discovery, dream, design, destiny) approaches and stories
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ROLE MODELING 4. Leaders believe mistakenly that they already "are the change"
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Self-serving bias: -Human beings consistently think that they are better than they are
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ROLE MODELING 5. "Influence leaders" aren't a panacea for making change happen
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Success depends more on how receptive the "society" is to the idea
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REINFORCING MECHANISMS 6. Money is the most expensive way to motivate people
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Satisfaction = Perception - Expectation
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REINFORCING MECHANISMS 7. The process and the outcome have got to be fair
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Employees will go against their own self-interest if the situation violates other notions they have about fairness and justice
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CAPABILITY BUILDING 8. Employees are what they think, feel, and believe in
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As managers attempt to drive performance by changing the way employees behave, they all too often neglect the thoughts, feelings, and beliefs that, in turn, drive behavior
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CAPABILITY BUILDING 9. Good intentions aren't enough
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People learn better by doing than listening Training should not be a one day event
