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Influencing Change
People & Change
Understand the mindset of the person you wish to influence to change.
People & Change
People & Change
The Influence Edge Model can help you influence others to accept change.
Use Push, Pull and Push/Pull behaviors to help influence change.
People & Change
What would be my response ifI were the one being influenced?
Pull Energy
What would I fear about this change?
Pull Energy
How might I see it impact me in a negative way?
Pull Energy
Make clear suggestions that are relevant to the situation.
Push Energy
Identify the consequences of what might happen if the other person does not do what you are asking.
Push Energy
Provide reasons or benefits that interest the other person.
Push Energy
Highlight commonalities to point out similarities.
Push/Pull Energy
Highlight goals, values and positions that are similar, and those that are different.
Push/Pull Energy
People resist change because they feel they are not part of the change.
Resisting Change
People resist change because they feel they will lose control.
Resisting Change
People resist change because they feel they will lose something because of the change.
Resisting Change
Encourage individuals to become involved in the change.
Influencing Change
Set up one or several change teams.
Influencing Change
Brainstorm with the team about what is not working now, and why there is a need for change.
Influencing Change
Set up idea-generating teams.
Influencing Change
Brainstorm possible ways to move from the now to the future.
Influencing Change
The more individuals feel encouraged to be involved, the more ownership and control they will feel.
Influencing Change
The Change Model
The Change Model
• Denial Phase
The Change Model
• Denial Phase
• Resistance Phase
The Change Model
• Denial Phase
• Resistance Phase
• Exploration Phase
• Denial Phase
• Resistance Phase
• Exploration Phase
• Commitment Phase
The Change Model
People are quiet and try to ignore their inner fears and concerns.
Denial Phase
Ask a lot of open-ended questions to the key stakeholders.
Denial Phase
• “This isn’t happening.”
Denial Comments
• “This isn’t happening.”• “I’ll just keep doing what I’m doing.”
Denial Comments
• “This isn’t happening.”• “I’ll just keep doing what I’m doing.”• “There is nothing different.”
Denial Comments
Pay attention to those who are in resistance to the change.
Resistance Phase
Listen to people, and let them know you are committed to finding a solution.
Resistance Phase
• “Why is this happening to me?”
Resistance Comments
• “Why is this happening to me?”• “This will never work.”
Resistance Comments
• “Why is this happening to me?”• “This will never work.”• “I won’t do this.”
Resistance Comments
People look for alternate possibilities and options.
Exploration Phase
Keep all the options and ideas open, and not make any final decisions.
Exploration Phase
• “Well, maybe there is a way to make this work.”
Exploration Comments
• “Well, maybe there is a way to make this work.”• “This isn’t so bad.”
Exploration Comments
• “Well, maybe there is a way to make
this work.”• “This isn’t so bad.”• “Let’s see what we can do about…”
Exploration Comments
Commitment happens as a result of moving through the first three phases.
Commitment Phase
People feel more in control and generally, more comfortable.
Commitment Phase
Reinforce these positive feelings by providing rewards or celebrations.
Commitment Phase
• “This could work if we did this.”
Commitment Comments
• “This could work if we did this.”• “The new way is better.”
Commitment Comments
• “This could work if we did this.”• “The new way is better.” • “I can’t believe we did it the old way.”
Commitment Comments
Implementing Change
Implementing Change
• Tell Your Story
• Tell Your Story
• Explain What Will Happen
Implementing Change
• Tell Your Story
• Explain What Will Happen
• Monitor Progress
Implementing Change
Consider what will impact the key stakeholders most positively.
Tell Your Story
Provide rationale and highlight consequences if no action is taken.
Tell Your Story
• Explain why a change is necessary
Tell Your Story
• Explain why a change is necessary• Explain the consequences if a change
doesn’t happen
Tell Your Story
• Explain why a change is necessary• Explain the consequences if a change
doesn’t happen• Explain the reasons to make a
change
Tell Your Story
Use Push behaviors when you provide rationale of why the change is necessary.
Tell Your Story
1. Why is a change needed?
Tell Your Story
1. Why is a change needed?2. Is there an internal reason for the
change?
Tell Your Story
1. Why is a change needed?2. Is there an internal reason for the
change?3. What are the benefits of the change?
Tell Your Story
1. Why is a change needed?2. Is there an internal reason for the
change?3. What are the benefits of the change?4. What will be the consequences if the
change effort fails?
Tell Your Story
Explain What Will Happen
Explain what to expect to happen in the process.
• Explain how the change process will work
Explain What Will Happen
• Explain how the change process will work
• Describe the intended results
Explain What Will Happen
• Explain how the change process will work
• Describe the intended results• Define roles and responsibilities
Explain What Will Happen
Create a system of follow-up meetings with key individuals.
Monitor Progress
Structure meetings around what is working, and what requires further focus.
Monitor Progress
Maintain a listing posture.
Monitor Progress
Make continuous improvement methods.
Monitor Progress
Determine who will need to be influenced on an ongoing basis.
Monitor Progress
The Zebra System Case
When influencing change, use Pull behaviors – ask questions, listen and find common ground.
Pull Behaviors
Encourage people to be actively involved in change.
Influencing Change
Get commitment to specific actions to make the change possible.
Influencing Change
Influencing Change
