How we change what others think, feel, believe and do
Why Change Seems So Hard: Essay on facilitating buy-in and avoiding resistance
Guest articles > Why Change Seems So Hard: Essay on facilitating buy-in and avoiding resistance
by: Sharon Drew Morgen
How do we manage change in our organizations? Not very well, apparently. According to statistics, the success rate for many planned change implementations is low: 37 percent for Total Quality Management; 30 percent for Reengineering and Business Process Reengineering, and a whopping 97% for some software implementations. Regardless of the industry, situation, levels of people involved, or intended outcome, change seems to be sabotaged in unknown ways, causing the real possibility of failure:
But weāll need to do something different from what weāre currently doing.
THE SYSTEMS ASPECT OF CHANGE
Letās begin at the beginning with my definitions of change and systems.
CHANGE: Change is a new set of choices within a system that cause the elements of the system to exhibit altered Behaviors while still maintaining homeostasis. No change can occur unless the system reorients (i.e. re-organizes, re-prioritizes etc.) itself in a way that incorporates and maintains its core accepted norms (i.e. homeostasis, Systems Congruence). In other words, all change must include a way for the elements to ultimately buy-in to, and incorporate, new functioning while maintaining the rules and Beliefs of the status quo.
SYSTEM: Any connected set of elements that comprise a homeostatic entity, held together by consensual rules and Beliefs that then generate a unique set of Behaviors that exhibit its unique identity. All systems must maintain Systems Congruence or they lose their identity and become something else. Because change represents the disruption of the status quo in unknowable ways, systems defend themselves by resisting when feeling threatened. In order to facilitate congruent change, itās necessary to get the agreement, and a recognized path forward (There are specific, sequential steps in all change processes.), of all of the bits that will be effected by the final solution to ensure it maintains its core identity, Beliefs, and rules.
As a lifelong student of systems thinking and theorizing (50+ years), Iāve recognized that change is often approached with an eye on altering activity and Behaviors without addressing the vital need for the core system to maintain homeostasis. And when we tie our understanding of the functionality of a system to its Behaviors and attempt to push Behavior change before eliciting core Belief change, we
Herein lie the problem: until or unless the full complement of relevent elements (that not only created the problem but holds it in place daily) agrees to congruently alter, and get buy-in from, the elements that caused the problem and will be effected by any change, it will resist change regardless of the underlying problem that needs fixing. The system is sacrosanct. And it applies whether trying to get a teenager to pick up his socks, a diabetic patient to exercise, a team to work harmoniously, or a person to figure out if/when she needs to buy something. In general, outsiders cannot effect congruent change because they cannot know the core elements that have created and maintain the status quo, nor how to re-orient them congruently around any proposed change. It's an inside job.
With our focus on changing Behaviors, weāve overlooked the need for a system to maintain Systems Congruence ā the foundational rules, Beliefs, relationships, etc. that define the system. Outside influencers ā regardless of their initiatives or rationality or persuasiveness or authority ā can never understand a system theyāre not a part of. Change must begin by teaching the system how to change itself. Iāve written this article to:
In my forthcoming book (tentatively titled Facilitating Change) Iāll explore this topic thoroughly. In this article Iāll introduce the important elements and lay out my thinking. And I look forward to your feedback.
ALL PROBLEMS START WITH SYSTEMS
Most influencing professions (leadership, coaching, consulting, sales etc.) begin with a goal to be met, adopt an outside-in approach that uses influence, advice, ārationalā scientific āfactsā, and various types of manipulation to inspire change ā while ignoring the fact that anything new, any push from outside the system, any dissimilar element not already within it, represents disruption and Cognitive Dissonance. We put the cart before the horse, attempting to change Behaviors and elicit buy in before the system is certain it wonāt be compromised and knows how to make sure it survives. Until the necessary steps of change are completed and the system knows it will maintain Systems Congruence, the identified problem will continue as is: itās already built into the system:
Until all that happens the system will resist change (or buying, or learning, or eating healthy or or) regardless of the level of need or the efficacy of the solution. And because of the unconscious, historic elements involved, for congruent change to occur, those inside the system must design their own route to acceptable change. And as outside influencers we actually cause our own resistance by pushing our agendas, when we can actually lead Others through to their own change.
By assuming a Behavior addition/subtraction is ārationalā or necessary, without accounting for whatever workaround the system has already adopted and built in to its daily functioning, we end up with far more failure and resistance than we should have given the efficacy of our solutions. Indeed, itās necessary to elicit buy-in for each element that will be changed: to maintain congruence throughout the change process, systems must
The issues are the same regardless of the focus, whether itās a company resisting reorganization, a patient refusing meds, a user group resisting new software, a buyer who hasnāt figured out when, if, how to buy, or a group not taking direction from company leadership. As outsiders we too often push for our own results and actually cause the resistance that occurs.
Itās possible to use our positions as outside influencers eschew our bias and be real Servant Leaders and teach the system how to traverse each step of its own change.
CASE STUDY: SYSTEMS ALIGNMENT
Here is a case study that exhibits how to enable buy-in and congruent change management by facilitating a potential buyer through her unique systems issues en route to a purchasing decision. Note: All change situations (whether coaching, leadership, software implementations, family problems, healthcare initiatives, etc.) must go through a series of steps to change to achieve buy in. Until now, weāve left Others to manage the route through to the steps of change on their own as we push, advocate, advise, influence, manipulate for our own agendas and then we blame them when they resist - not to mention potentially not even reach their own internal route to change.
I was with a client in Scotland when he received a call from a long-standing prospect ā a Learning and Development manager at a prodigious university with whom heād been talking for 11 months ā to say, āThanks, but no thanksā for the product purchase. After three product trials that met with acclaim and excitement, an agreed-upon price, and a close relationship developed over the course of a year, what happened? The software was a perfect solution; they were not speaking to any other providers; and price didnāt seem to be a problem.
At my clientās request, I called the L&D manager. Here is the conversation:
SDM: Hi, Linda. Sharon Drew here. Is this a good time to speak? Pete said youād be waiting for my call around now.
LR: Yes, itās fine. How can I help? I already told Pete that we wouldnāt be purchasing the software.
SDM: I heard. You must be so sad that you couldnāt purchase it at this time.
LR: I am! I LOVE the technology! Itās PERFECT for us. Iām so disappointed.
SDM: What stopped you from being able to purchase it?
LR: We have this new HR director with whom I share a leadership role. He is so contentious that few people are willing to deal with him. After meeting with him, I get migraines that leave me in bed. Iāve decided to limit my exposure to him, discussing only things that are emergencies. So Iāve put a stop to all communication with him just to keep me sane. He would have been my business partner on this purchase.
SDM: Sounds awful. I hear that because of the extreme personal issues youāve experience from the relationship, you donāt have a way to get the necessary buy-in from this man to help your employees who might need additional tools to do their jobs better.
LR: Wow. Youāre right. Thatās exactly what Iāve done. Oh my. Iām going to have to figure that out because Iāve certainly got a responsibility to the employees.
SDM: What would you need to know or believe differently to be willing to work through the personal issues and figure out how to be in some sort of a working relationship with the HR director for those times your employees need new tools?*
LR: Could you send me some of these great questions youāre asking me so I can figure it out, and maybe use them on him?
I sent her a half dozen *Facilitative Questions to both teach her how to design a route to her own sanity and a path to healthy collaborative partnership with the HR Director. Two weeks later, Linda called back to purchase the solution. What happened?
Linda was willing to separate her work-related decision from her personal issues and reevaluate her choices once she realized there was a way to maintain her internal homeostasis AND fix the problem.
Rule: Until or unless people grasp how a solution will match their underlying criteria/values, and until there is buy-in from the parts that will be effected from the change, no permanent change will happen regardless of the necessity of the change, the size of the need, the origination of the request, or the efficacy of the solution.
Current change management models assume that a ārationalā, information/rules-based change request and early client engagement will supplant the system's need for homeostasis.
Focusing instead on effecting Behavior change as per the route, goal, assumptions, needs of the influencer. Indeed, even when change agents attempt to include clients into the software design or change implementations, their questions and info sharing strategies are largely biased by their personal outcomes and unwittingly overlook the interdependency of core Beliefs, historic roles, unspoken rules and relationships, and unconscious drivers within the user's unconscious system.
Rule: Whether itās sales, leadership, healthcare, coaching or change management, until or unless the folks within another's system are willing to adapt to, and adopt, the requested change using their own rules and Beliefs, they will either take no action or resist to maintain the homeostasis of the system. The system is sacrosanct. And information push, rational argument, leadership directives, or any outside-in model threatens the system.
HOW BELIEFS, BEHAVIORS, AND BUY-IN EFFECT SYSTEMIC CHANGE
Fortunately, itās possible to highlight each pivotal element of change and get buy-in before attempting a change initiative. It requires an understanding of what, exactly, is a Behavior, and why starting by attempting to change the Behaviors/output of the system can only cause resistance.
Behaviors are merely Beliefs in action ā the physical transaction that exemplifies the underlying rules and values of the system. In other words, theyāre the means a system uses to operate and perform its purpose - the end point, and certainly an ineffective place to begin change.
Think of it this way. If you want your forward-moving robot to go backwards you might tell it why moving backward is beneficial, order it to move backward, offer scientific proof why moving backward is best, or push it. But until the internal programming is changed from the core, it cannot change regardless of how you position your request or push the robot backwards. Indeed, you might even break the robot in your attempts to get it to behave the way you want it to behave.
Since itās not possible for an outsider to lead from inside, we must teach the system how to lead itself, much like a GPS system leads a driver to a destination without actually being in the car or noticing the landscape. Like a GPS system, we begin by leading the system through its own idiosyncratic route to design its own change (i.e. like I helped Linda figure out her core issues (i.e. not our products) and how to communicate with the HR director) to ensure Systems Congruence, buy-in and leadership from within. Here are my rules to facilitating congruent change and buy-in:
BUY-IN: A REAL WORLD EXAMPLE
Joseph, a coaching client of mine, was a CMO in a small company (around 150 employees) had a problem: He wanted to implement a new customer-service initiative but had just joined the company and was fearful of making waves. He initially wanted to design the project, issue edicts, and fire those who didnāt comply with the initiative. After casually speaking with a few people about it, he got huge resistance.
He called me in when he realized he had to choose between enforcing the Behaviors and outcomes he had in mind, or creating the structure and teaching the employees how to become creative leaders who would design their own congruent process. I helped him build a creative structure for congruent change, which meant giving up some of the details of his plan while maintaining the congruence of what the outcome looked like. Joseph put together a list of his baseline criteria and then left open the financials, job descriptions, activities, and other decisions:
He called a meeting with the entire company ā even groups that the change process wouldnāt necessarily touch ā and told them that he was thinking about expanding the customer service operations. He asked everyone to take a few hours to discuss, think about, and brainstorm what it could look like if they had an unlimited budget (which they didnāt have, but it would eliminate the money piece from their brainstorming), and said heād meet with them the next week to get their ideas.
He told them that this process was highly important, and he wanted it to be part of peopleās daily discussions over the next week. He asked that each group have a spokesperson and historian to keep track of all ideas.
The next week, Joseph met with employees again and asked for their input. He captured the ideas by audio and put them all up on an interactive website for the new ideas and told people to add their thoughts. He then sent them back to consider the ideas offered and generate even more.
At the next meeting, he asked workers to take all of the ideas now floating around and use them to brainstorm what the new initiative would look like, who might do what, what would have to change, and what the change would look like for those involved. He asked them to consider:
Eventually, employees got into teams and developed solid implementation plans. Those folks who had to change jobs or had their work significantly restructured in a way that might cause resistance joined a management team or focus group and became part of the solution. And throughout the process, I listened carefully to hear points of discontinuity so we could stop and go through their internal examination of their steps to change.
Did Joseph get everything he wanted? Well, yes and no. The new organization ended up far exceeding anything he had conceived. It had more creativity and leadership. It also cost more than he realized (time and money) to put everything in place. But it elicited buy-in from everyone: there was no resistance because everyone had bought in to the idea and made it their own. And over a short amount of time, the change paid for itself.
This is only one method of facilitating change and avoiding resistance. Iāve developed a Change Facilitation model, used often in sales as Buying FacilitationĀ®, that uses a unique skill set to enable core change. Iāve trained this to Senior Partners at recognized consulting firms, farmers in Iowa, tech people in Hong Kong, coaches in Kansas. Itās a generic model that influencers can use to elicit real change. Iām happy to discuss it with you (Sharondrew@sharondrewmorgen.com).
Before introducing any change initiative, give up the need to push the change, listen without bias, and enable Others to traverse their route to discovery:
Until now, weāve assumed that resistance is a normal part of the change process. But weāve effectively been pushing our own biased needs for change into a closed, hidden system. Weāve ignored the rule of systems and forgotten that the change we are suggesting will encounter a status quo that is trying to maintain homeostasis. But as weāve explored above, it is possible to get buy-in without resistance. We donāt have to throw out the many wonderful change models out there. But we first need to get buy-in, and then the change will be welcomed rather than spurned or sabotaged.
Sharon Drew Morgen is the visionary behind Buying FacilitationĀ® - a change management model that includes learning how to Listen for Systems, formulating Facilitative Questions, and understanding the steps of systemic change. For those of you wishing to learn more, take a look at the program syllabus. Please visit www.dirtylittlesecrets.com and read the two free chapters. Consider reading it with the companion ebook Buying FacilitationĀ®
Sharon Drew is the author of the NYTimes Business Bestseller Selling With Integrity, as well as 6 other books on helping buyers buy. She is also the author of the Amazon bestseller What? Did you really say what I think I heard? Sharon Drew keynotes, trains and coaches sales teams to help them unlock situations that are stalled, and teaches teams how to present and prospect by facilitating the complete buying decision process. She delivers keynotes at annual sales conferences globally. Sharon Drew can be reached at firstname.lastname@example.org 512 771 1117
Contributor: Sharon Drew Morgen
Published here on: 12-Aug-18
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