Interventions
Working closely with HR and the leadership team we map the required behaviours and check how they align with features of the organisation. It's then usually important to spend some time in your business working with your key stakeholders to develop awareness of the need for effective 'internal marketing' of the change programme.
The factors that will motivate people to change behaviour are not always the factors that are driving the change programme or system implementation. It's a common misconception that the long-term vision will be compelling enough to drive changes in behaviour across the business. Or that changes in behaviour are not relevant to the leadership team.
In reality, people lower down the organisation may find other factors much more compelling:
- The job will be made easier
- Work's only a part of their lives and it's just less hassle to go with the flow
- The change won't affect their main work motivation - social contact
- The change actually looks more interesting than the status quo.
The long-term vision may in fact be so far distant that its use as a motivational tool is limited to management. Our role is to help you find the motivational 'hooks' for different stakeholder groups so that you optimise the chance of success.
Overcoming resistance
As in other social situations, at work, people tend to look at the behavioural norms around them. They take a view on whether the people who are important to them think the change should or should not be carried out. Implementation can become very difficult indeed when the norm is to resist the change.
Our role here is to help you identify potential derailers to your success. To plan so they are taken account of from the start or, in the case where they have emerged during the change, to create interventions that address these behavioural blockages. Here we draw on our expertise in group facilitation and one to one coaching.
Read more about coaching here
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