For a business course I’ve been taking on change management, I’ve recently read the book, Switch: How to Change Things When Change is Hard by Chip Heath and Dan Heath. It was published back in 2010 and Erin talks about it briefly in relation to a video interview with one of the authors.
Although the book is seven years old, its content is 100% current and presented me with a whole new way of creating change — not just at work but also in my life in general.
The Heath brothers tell us to forget about the reward-punishment dichotomy of the carrot-stick approach to change.
For real lasting change to occur, it needs to be appealing on three levels:
- It needs to make sense.
- It needs to resonate emotionally.
- And it needs to be clearly articulated and have easy-to-implement steps.
They talk about these three points using the analogy of trying to ride an elephant. Logic (the Rider) can only go so far in directing the change. Emotion (the Elephant) is a much stronger element and can’t be forced to go where it doesn’t want to. And finally, if the path isn’t easy, neither the Rider nor the Elephant are going to want to make the change in direction.
As I said, the book opened my eyes to a new way of managing and encouraging change, but as with all methods, you need to take into account your audience. In a work situation, I didn’t do that and had to twist and turn to avoid a staffing disaster.
I’ve been trying to convince staff to adopt a new program, and was facing resistance. After reading Switch, I realized I was neither appealing to the Elephant nor making the path easy. So, armed with a hugely motivating presentation, I held a staff meeting where I was going to do a bang-up job of getting staff excited about the program before diving into the details of how we could all work together to make the transition easier and better for everyone.
Unfortunately, one staff member hates emotional appeals — I mean, despises them! He sees red whenever anything “motivational” floats before his eyes. From the first slide in the presentation, he turned confrontational and spent the rest of the hour-long meeting arguing against something that logically he and I have agreed upon as necessary and practical.
The next day, he and I spoke and we agreed that in the future, any time that I plan on motivating staff, he will be excused from the meeting and I will send him an email logically extolling the virtues of whatever change I am proposing to the rest of the staff.
Although it was an intensely frustrating hour, I learned a great deal from the confrontation, the main point of which is that when you are discussing change with anyone, you need to know what will best appeal to them.
If you want to change teenage behaviour at home, for example, neither logical nor emotional appeals will likely work very well. You need to make the change easier than not changing at all.
No matter your approach, however, if you are looking to make any sort of change in your personal or work life, I highly recommend reading Switch before embarking on the journey.