Managing Change With Human Nature in Mind
Two thirds of all change programs sputter and fail. Could it be that rational change leaders rely too much on common sense while disregarding the inherent irrationality of their colleagues? Two very rational McKinsey consultants build the case that human nature gets in the way of truly changing behaviour.
Consider the old chestnut of the compelling change story. It is now a given that leaders must communicate a clear story, which usually amounts to a narrative about regaining lost momentum. Aiken and Keller say this may seem like a rational approach, but it does not tap into what motivates most managers and employees.
These are the real drivers: “impact on society (for instance, building the community and stewarding resources), impact on the customer (for example, providing superior service), impact on the company and its shareholders, impact on the working team (for example, creating a caring environment), and impact on “me” personally (my development, paycheck, and bonus).” If a change leader can hit those five buttons, she is off to the races.
The manner in which the change story is told is no less significant. Instead of rolling out town halls and websites, change leaders would do better to help employees learn for themselves what the story needs to be. It may be easier to just lay it all out but employees are much more likely to buy in to the program when they are part of building the story.
Aikens and Keller offer a number of other insights:
- People think that they are better than they are (except me). Change leaders fall into this trap by thinking they themselves do not need to change.
- Do not over-invest in trying to woo the social “influencers”. More important is how receptive the organization is to the idea of change.
The Aikens-Keller article includes advice on how to follow up on skills-building programs with fieldwork assignments, as well as a reading list.
The Irrational Side of Change Management, by Carolyn Aiken and Scott Keller; The McKinsey Quarterly (Number 2, 2009)
