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Descrição: Persuasion, communication, rapport
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Change through Persuasion Synopsis
Abhinav Gulati (12P202) Section D
Leaders can make change happen only if they have a coherent strategy for persuasion. Faced with the need for change:
Leaders revamped the organisation’s strategy
Shift around staff
Realign incentives
Root out inefficiencies
Then they wait for the performance performance to improve, only to be disappointed
For some reasons, right things do not happen
Why is change so hard?? People are always reluctant to change old habits as things always worked out in the past. So they keep doing what they’ve always done and are even more opposed to change if there is a succession in leadership. Call for sacrifice and discipline is met with cynicism, scepticism and resistance. Making change stick! Leaders have to develop an effective persuasion campaign, before change is introduced. Leaders must ensure that their staff pays heed and considers new ways of work. Leaders must take a series of deliberate and subtle steps to create a new context for action. All of the above must be done when change is introduced, because that is when there is high uncertainty and setbacks are inevitable. Persuasion campaign For the change masters, the trick is to show how their plans differ from those of their predecessors. They need to convince the employees that a radical change is a must for their organisation to survive and thrive. The leaders must do all that by setting examples for their staff.
The four phases of persuasion campaign
1
•convince staff that radical change is needed •demonstrate why the new direction is the right one
2
•position and frame preliminary plan •gather feedback and announce final plan
3
4
•manage staff mood through constant communication
•reinforce behavioral changes to avoid backsliding
Change process: This consists of two phases: Plan development, followed by Implementation that may or may not be welcome by the organisation. The persuasion campaign should be designed in such a manner that a receptive environment exists in an organisation and people easily adapt to the changes. The campaign must begin before the planning phase and must continue long after the implementation is done. Four-part Persuasion strategy: 1. Before announcing a new policy or issuing a set of instructions, leaders must set the stage for acceptance. 2. At the time of announcing change, there should be a frame through which messages can be interpreted. 3. During implementation, leaders must manage the mood of their staff, so that they follow through. 4. Leader must reinforce at critical intervals to see that there’s no backsliding.
Dysfunctional Routines Barriers to action and change: 1. A culture of “no”: always a good reason of not doing anything. 2. The dog and pony show must go on: presentation more important than proposal. 3. Ready, aim, aim…: unable to agree on a definite course of action. 4. The grass is always greener: approaches avoid facing new challenges. 5. After the meeting ends, debate begins: meetings are followed by resistance, political triumphs over substance. 6. This too shall pass: reluctant to respond to change, and wait things out. Effective change leaders:
Provide opportunities to staff to practice the desired behaviour repetitively
Personally model new ways of working
Provide coaching and support
Explicitly reinforce organizational values on a constant basis, using action to back up their words
Change behaviour not just ways of thinking
Recognize that many staff simply do not know how to make decisions as a group or work cooperatively, and accordingly delegate critical decisions and responsibilities to provide them with ample opportunities to practice new ways of working
