Inspired by the book The Catalyst (Jonah Berger) I have been doing some soul searching in terms of my lifelong approach to Change Management.
Throughout my career in software leadership, I have been recognized for a strength around driving organisational change. I think that’s because I realized early on that All Management is Change Management. I also understood that the more traditional “push” approach rarely worked well. Instead, I leaned into creating a compelling vision of the future state, helping people understand the benefits and being very transparent about the plan.
After dipping into some behavioral science research and reading examples around how hostage negotiators and political campaigners affected true change, I will aspire to being a catalyst. That is because the catalyst approach isn’t about forcing change. It’s about creating an environment where change happens naturally.
By understanding and applying these ideas, leaders will be more effective in making transformational changes, with less energy expended.
#1. Stop pushing
A great analogy shared in the book is that pushing for change is like pushing on the gas pedal in a car while the parking brake is still on.
Adaptability is so important for businesses to remain competitive but change can be slower than leaders might like - and inertia is very common. The general tendency to overcome inertia is to keep pushing, or to simply move forward without considering the impact. The problem is, when people feel pressured, they naturally resist. This is a phenomenon known as reactance. And resistance might not always be obvious as you might think.
#2. Start with deep understanding
“To truly change something, you need to understand it.”
This step is about finding the parking brakes, so that you can understand what is blocking progress and address those obstacles more effectively.
The book recommends first assessing whether a desired change is a “pebble” or a “boulder”. Pebbles are changes where there are lightly held attitudes that are fairly easy to shift, while boulders are involve strongly held beliefs or behaviors. To gauge whether you are dealing with a pebble or a boulder, carefully consider how much effort and pushback you expect when trying to change it.
If you are dealing with a boulder, an empathetic approach begins by genuinely checking in and asking people how they are feeling about the change. Like it or not, emotions play a big role in change management. Using inclusive language helps convey a sense of shared purpose and helps build trust.
Once trust is established, it’s super important to find the root cause that might be causing a resistance and hidden barriers that might prevent change.
#3. Lower the barriers to change
Once there is a strong understanding of what the barriers to change are, it’s important to work towards lowering those barriers. Just as a chemical catalyst lowers the energy needed to spark reactions, the goal is to eliminate obstacles that prevent people from taking action.
Depending on the barriers to change, various strategies can be employed. These include: easing attachment to the status quo, reducing risk and uncertainty, aligning new ideas with people's zones of acceptance and sharing corroborating evidence.
#4. Always allow for agency
People value autonomy and the freedom to choose, so change is proven to be more easily achieved by allowing for a sense of agency.
Offering guided choices (such as options or tradeoffs) can give people a sense of control. Also, asking questions rather than making statements helps individuals reach their own conclusions, reducing friction and creating buy-in. For example, strategic questions that highlight gaps between beliefs and behavior can spark self-reflection and shift perspectives, leveraging cognitive dissonance to encourage change.