Change is inevitable. It’s a fundamental principle that governs not just our personal lives but also our professional sphere. As a consultant who has assisted numerous executive teams with their corporate growth strategy, I’ve witnessed firsthand the necessity for change within organizations. Yet, the path to successful organizational transformation is often strewn with resistance. Why is change so difficult?

The answer to this question may be more complex than it appears on the surface. Leaders frequently underestimate the challenges involved in creating the necessary organizational change to align with new strategic objectives. The assumption that individuals will “just change” can prove to be a critical mistake.

John Kotter, a renowned change management expert and author of the New York Times best-selling book Leading Change, offers some insight into this conundrum. According to his extensive research, a majority of organizational change efforts fail to deliver the intended results. One of the main culprits behind this failure? Leaders’ inability to convincingly articulate why change is essential.

So, how do we navigate this tricky terrain? How do we foster an environment conducive to change? Here are three key points to ponder as you contemplate creating organizational change within your team.

1. Understand that people naturally tend to resist change

The first step in facilitating change is acknowledging a fundamental human truth: people naturally resist change. Why is this? What are the forces that push us towards the comfort of familiarity and away from the uncertainty of new ground?

There are a myriad of reasons, each as complex and unique as the individuals who harbor them. Some of these include a perceived loss of control or fear of the unknown. For some, it’s the unsettling uncertainty that accompanies change; while for others, it’s concern about potential loss of status. Many simply find solace in the familiar, preferring the tried-and-true over the untested.

Moreover, our psychological and sociological needs play a significant role in shaping our response to change. We are creatures of habit, and any deviation from our routine can trigger discomfort and resistance. This reaction is so ingrained in us that it’s even hardwired into our brains. The amygdala, a part of our brain responsible for emotional processing, interprets change as a potential threat, releasing hormones that prepare us for fear, fight, or flight.

But perhaps the most compelling reason for resistance to change is a simple lack of awareness of the need for it. According to research, the top reason employees resist change is because they lack understanding about the purpose and reason for the change. When the “why” behind the change is unclear, people are less inclined to trust the “what” and resistance is inevitable.

To overcome these challenges, we need to recognize and address them head-on. Understanding is the first step towards acceptance. By acknowledging these natural tendencies and providing clear, persuasive explanations for change, we can begin to break down the barriers of resistance.

2. Clearly communicate the purpose of the change

Understanding the “why” behind an action or decision is not just a nice-to-have, it’s a fundamental human need. It’s the cornerstone of buy-in, and the key to unlocking commitment and fostering engagement. Without it, your team might comply, but they won’t truly commit.

In his best-selling book Start With Why, Simon Sinek encapsulates this concept. He presents a compelling argument for how purpose-driven companies inspire and influence their employees and customers far more effectively than those who fail to articulate their purpose. His central thesis is simple yet profound: People don’t just buy what you do; they buy why you do it.

So, how does this apply to change management within your organization? The answer lies in effective communication. When introducing change, you must ensure that you clearly and thoroughly communicate the core reason behind why the change is essential. This isn’t about bombarding your team with facts and figures. Instead, it’s about painting a vivid picture of the future – a future where this change has positively impacted the organization and the individuals within it.

But remember, it doesn’t end with just explaining the “why.” You also need to highlight what’s in it for them. Show your team how this change will benefit them personally and professionally. Will it lead to better opportunities? Increased job satisfaction? More efficient processes that make their lives easier?

In short, understanding the “why” is the bedrock of buy-in. It’s the spark that ignites passion, the glue that binds a team together, and the driving force behind successful change. By clearly articulating the purpose behind change and demonstrating its benefits, you can inspire your team to embrace change, not just endure it.

3. Leverage the psychology of persuasion to pull the tide to your side

When navigating the choppy waters of change management, consider the 20-60-20 rule. This principle suggests that when introducing change, approximately 20% of your team will be on board from the get-go. These individuals understand the need for change and are ready to embrace it. The largest chunk, about 60%, will be skeptically sitting on the fence, observing, and trying to decide which way to lean. The remaining 20%? They will oppose the change.

Now, here’s the key: don’t expend all your energy trying to win over the opposing 20% initially. Instead, focus on swaying the middle 60% who are on the fence. It’s about strategically applying influence where it will yield the most significant impact.

This strategy takes a page out of Robert Cialdini’s playbook. In his New York Times best-selling book Influence: The Psychology of Persuasion, Cialdini presents six principles of persuasion, two of which are particularly relevant here: consistency and social proof. The psychological principle of consistency posits that people tend to align with clear commitments from others. Social proof, on the other hand, maintains that people tend to conform to popular opinions and group consensus.

So, how do we apply these principles to our 20-60-20 conundrum? Start by identifying potential “change champions” within the already-on-board 20% – those key influencers who wield considerable credibility and respect within your organization. Invest extra time and effort explaining your vision to them in more detail. Listen to their perspectives. Then, ask them to help catalyze the change by drawing as many fence-sitters over as possible through clear and public commitment to the cause.

As the tide begins to shift from skeptically neutral to supportive within the middle group, identify additional champions who can bring over the rest of the fence-sitters and perhaps even some of the opposers. This is where the principle of social proof comes into play.

However, it’s crucial to accept that inevitably, some percentage will never get on board. At this point, you must make a tough decision: should they remain on the team given your new direction? This question underscores the reality that while change may be necessary, it’s seldom easy. But with strategic application of persuasion principles and a keen understanding of your team’s dynamics, you can navigate this challenging process with authority and grace.

Summary

The path to effective organizational change is a journey that demands both understanding and strategic action. As you contemplate driving change within your team, consider the three principles we just discussed.

First, acknowledge the reality that people naturally tend to resist change. It’s an intrinsic human trait, etched into our very neural circuitry. But this resistance isn’t a roadblock – it’s a reminder that change, while necessary, needs careful handling.

Secondly, clarity of communication is paramount. Don’t just dictate the “what” – illuminate the “why.” Why is this change necessary? What purpose does it serve? When people understand the rationale behind a decision, they are far more likely to support it. So, ask yourself: Have I communicated the purpose of the change clearly and compellingly?

Finally, harness the power of persuasion. Leverage principles like consistency and social proof to sway opinions and foster buy-in. Remember, in the realm of change management, influence is your most potent tool. So, the question remains: Are you using the psychology of persuasion to pull the tide to your side?

These points are foundational pillars of successful change implementation. They underscore the importance of empathy, clear communication, and strategic persuasion. When you stand on the precipice of organizational change, arm yourself with these insights. And remember that change, though challenging, is the catalyst for growth. Embrace it. Drive it. Master it. Because in the end, the success of your change initiative lies in your hands.

Sources

John Kotter: Leading Change – Why Transformation Efforts Fail

Emerson: We Are Hardwired to Resist Change

Harvard Business Review: Ten Reasons People Resist Change

Psychology Today: Why Do Humans Resist Change?

Ashford and St. Peter’s Hospitals: Why Do We Resist Change?

Prosci: Understanding Why People Resist Change

Management Is a Journey: 8 Reasons Why People Resist Change

Simon Sinek: Start with Why

Johns Hopkins: Change Management Toolkit

Entrepreneur: The 20/60/20 Rule – How to Handle Misaligned Employees

Bridge Between: The 20-60-20 Rule of Change Management

Customer Think: Change Management and the 20/60/20 Rule