In my last posting, I told you that Bruce would have a follow-up on getting buy-in for change and here it is.
Getting By-In for a Change
Sometimes getting the necessary buy-in for
the changes you want to make can be a difficult process but, not
impossible. In the TOC Applied Systems
Thinking course (Jonah Course) there is a segment (module) dedicated to this process
which provides some useful guidelines to implement change.
In general, some people tend to resist
someone else’s ideas for change. It
falls under the “not invented here syndrome” and can, at times, be troublesome
to overcome. However, there is also some
simple and powerful psychology involved and if you understand that:
1.
Some people have a very powerful intuition in
areas where they have experience.
2.
Some people don’t
recognize the need for change.
3.
Some people don’t
always understand what needs to be changed or why.
4.
Most people want to
feel comfortable that the change is likely to succeed.
5.
Most people want to
understand how any change will impact them.
If you take the approach of just presenting
“your idea” it will be a challenging effort to succeed. However, if you ask for and accept input(s)
from others, your ideas will have a much greater probability of success. If you allow other people to modify or even criticize the solution, then ask
them to help make the corrections. In
others words, ask them “What would you do different?” Always
assume the other person has a good point, even if they have not presented it
well. Listen first to understand what
the person means, and not just what they are saying. And by ALL means never make the other person
look bad. You need to always show how
the solution leads to their
benefits, and addresses their
problems. If you give them the
opportunity to help design the solution the chances of their buy-in will be
almost 100%.
While some people
will resist change, in most cases there is at least one person who does not
resist; the person who invented the idea.
First, and foremost, you want to seek
to create ownership of the idea(s) that you want to see implemented. It is not uncommon that the emotion of the
idea’s inventor will provide a very powerful platform to guide other people’s
energy toward supporting an idea. By allowing
other people to modify your ideas, you create a situation where the solution(s)
can become other people’s idea(s), and not just yours. In essence, you have enacted the “Socratic
method” that allows others to participate. What
is very important at this stage is, don’t
rush to reveal your answer, always allow the person time to digest your ideas
and reach the same conclusions on their own.
When the “new” idea becomes “their” idea you have successfully used the
Socratic Method to create the necessary ownership. When other people own the idea (solution)
they will most likely make it happen in short order.
Logic can be one of
the most powerful tools we use to gain a consensus for ideas. Logic, both necessity and sufficiency, can be
used to show how something systematically will help to solve a problem, reach
an objective, or overcome an obstacle. As
powerful as logic is, emotions are even more powerful. When provoked and pushed to the limits,
emotional resistance will block even the most solid logic. Emotional Resistance to a good idea can come
in many forms but, the two most prevalent are:
1. Showing the person responsible he is wrong.
(making him or her look bad)
3. Let it be the
others person’s idea … it’s OK!
The
scenario that you really want to end up with is a situation where you can help
others to recognize the existence of the problem and/or the need to change. The starting position CANNOT be one of “you”
against “them”, but rather strive for a position of “you” and “them” against the problem – not against each other. If you approach it in this manner, you will enable
others to see a way out of the problem or a solution for the problem. A solution developed, with others, is a
solution that leads to everyone’s benefits, in essence, the WIN-WIN. Remember: there is no useful solution except
for the WIN-WIN. Anything else is just a
win-lose.
In your desire to
implement change you will likely encounter some other categories of people. Through time we have narrowed these down to
three (3) categories. These categories
are not based on job functions or organizational titles. These categories of people can exist anywhere
up and down the organizational chain. It
is highly probable that once you understand these categories, you will know
instantly when you run into one of them.
The three
categories are:
1. Directly
Responsible Person (DRP)
The IIP clearly understands the environment where
change is needed. It is possible this person
is the next level up in the organizational chain. It is also possible that they exist in areas
outside of the organization. If
correctly situated in the organization the IIP can be very important for
gaining consensus for your new ideas and change. They are a great person to have on your team.
The outside person is usually totally unconcerned/unaware
of Undesirable Effects (UDEs) that exist.
They usually sit at the higher level of the organization structure and
perhaps even at a Corporate level. They
are for the most part disconnected with the realities of the lower
organizational structure. The connection
between necessary actions and the implied benefits usually isn’t obvious to
them. However, it is highly probable
that you will need their cooperation for the intended solution.
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