The Change Equation
Getting people to change can be hard.
Are you someone trying to implement some sort of change? And are you getting pushback? Or are getting “yes, okay.” - and then nothing happens?
The path to change is often fraught with resistance. People don’t like change, even when it is a positive one for them. Sometimes it’s because they are afraid of the unknown, or moving out of their comfort zone. Moreover, they don’t like being told what’s best for them, or how to do something in a different way, especially if they feel they do not have a say in a solution.
Many of us see this in the work we do with communities. We have all seen it in organizations, too. The boss/manager/owner sees a need for something – a change in policy, a change in procedure – and brings it to the people she wants the change from. She presents the idea, probably asks for “feedback”, discussion ensues. Yet often, when it’s time to implement, momentum is less than stellar.
So what can we do next time?
I learned about the Change Equation just a year of so ago, and I want to share this with you all. It’s really a thing, developed some time ago by Beckhard and Harris, and used in organizational change. Its basic principles, I believe, can be applied in so many situations.
The Change Equation looks like this: D x V x F > R
Where D is a Dissatisfaction, V is an agreed-upon Vision for an alternative future, and F if for the First steps to take to get there. If each of these steps is done thoughtfully and thoroughly, the result is greater than R, the Resistance. (Note they are multiplied, not added, so if any step is not taken, or is zero, then the left side cannot be greater than R.)
I would like to focus on D for now – here below and in subsequent postings. (I will address community design and related changes separately)
Traditionally, the boss/manager/professional is aware of a problem, or challenge, and because it’s their job, comes up with solutions, and takes them to the appropriate people (who it will impact).
The old way of thinking is known as parenting (“know what’s best”), where they say: “Here’s the problem, here’s the solution, now go do it.”
The newer old way, a variation of the above, is when the boss/manager/professional presents the “problem” and the solution, and then asks for “feedback” from the group. This is where resistance can be seen (and heard). Often, the plan is often implemented anyway, although sometimes with “tweaks.”
What if, instead of leading with solutions, the professional gathers key stakeholders together and says: “I am seeing a situation here. This is how I see it. What about you?” (“This is my dissatisfaction, my dissent, my discontent.”) This is not parenting, but partnering.
This should lead to further discussion about the situation itself, and opens up space to explore new ideas.
Key here: What the manager/professional sees is only her/his viewpoint. The others may see the situation as a problem, but from their viewpoint, the reasons may be entirely different – so what needs to be addressed and/or how the solution shapes up may not be at all what the manager/professional first thought. This is true partnership, where hierarchy is almost non-existent, where everyone has an equal voice and everyone contributes to a solution.
This is known as humble, or servant leadership. It’s not about power, but the ability to draw on the talents of the team to work together towards a positive outcome.
What I am suggesting is that the manager/professional:
Drop their ego at the door. It’s okay to not know. In fact, we have to remind ourselves that we cannot know everything. And as we get further removed from the “front lines,” we are not as aware of the daily activities/tasks that might be affecting a situation. So how do we find out we need to know?
We need to be curious. We need to ask, and then to listen. We need to not take the first answer as THE answer, but keep probing. Get to the root of whatever is causing the dissatisfaction, the behavior or process or whatever the reason is for the situation.
And then we need to ask: “how can we address this?” Explore different ideas as to how to do so. Pros and cons. What if’s. What would a different future look like?
Once that is agreed-upon (the V in the equation), then the group can decide what the F, the First Steps, might be to implement a new way of doing things.
Granted, this may not always work. Especially at first. But is it worth a try? Let me know your thoughts!
