Understanding Change | Transformation

In situations requiring change, the Rider sees problems everywhere which may result in “analysis paralysis”. To make progress, direct the Rider toward workable solutions by finding and analyzing exceptions to the current problem. These “bright spots” point directly to solutions that will work in the current environment. These solutions can then be implemented as quick wins, providing direction to the Rider and hope/motivation to the Elephant.

Decisions fall under the purview of the Rider—the more choices available to the Rider, the more ambiguous the path. An ambiguous path creates uncertainty, which makes the Elephant anxious. An anxious Elephant wants to stay on the path of the “status quo” rather than change to an uncertain path. The “status quo” is comfortable and reduces the Elephant’s anxiety.

This means the Rider must constantly x self-control to keep the Elephant on the uncertain path. To create successful change, ambiguous goals must be translated into concrete behavioral goals. Over time, these defined behaviors become instinctive, requiring less self-control from the Rider.

It is necessary to provide the Rider with a near-term vivid picture of an all-or-nothing goal that shows what could be possible. Describing a compelling destination prevents the Rider from getting lost in analysis. Instead, the Rider starts figuring out how to get to the goal. This also shows the Elephant why the journey is worthwhile without giving the Elephant any wiggle room to rationalize failure. 

 (Communicating Organizational Change: Information Technology meets the Carbon-Based Employee Unit, Joseph G. Wojtecki, Jr., and Richard G. Peters, Center for Risk Communication, 2000) 

• Have difficulty hearing, understanding, & remembering information
• Understand information at four grades below their education level
• React to perceived threats rather than to reality

Brain imaging research shows that we can’t think cognitively very well when emotional. The deductive reasoning area of our brain shrinks! When anxiety and fear are cumulative, our ability to function becomes a challenge.

 As people leaders, not only do we need to take steps back to understand our emotions about the change, but we need to provide resources, be available to our people, & role model self-care. 

Communication consistently & clearly during the change ensure everyone hears the same message, understands the direction, & understands how it will impact their work & environment.

 (Communicating Organizational Change: Information Technology meets the Carbon-Based Employee Unit, Joseph G. Wojtecki, Jr., and Richard G. Peters, Center for Risk Communication, 2000) 

• Have difficulty hearing, understanding, & remembering information
• Understand information at four grades below their education level
• React to perceived threats rather than to reality

Brain imaging research shows that we can’t think cognitively very well when emotional. The deductive reasoning area of our brain shrinks! When anxiety and fear are cumulative, our ability to function becomes a challenge.

 As people leaders, not only do we need to take steps back to understand our emotions about the change, but we need to provide resources, be available to our people, & role model self-care. 

Communication consistently & clearly during the change ensure everyone hears the same message, understands the direction, & understands how it will impact their work & environment.

• Aversion to disruption
• Suspicion of new things
• Fear of elevated workload
• Hesitancy to take on the unknown
• Memories of past failed initiatives
• Caution
• Observation
• Curiosity
• Careful assessment of the situation

• Surpise announcements
• Designing disruptive change processes
• Not planning for capacity
• Trying to convince people that a change is great
• Actions & words do not align
• Requesting, but not acting on, feedback
• Sending out endless reminders
• Creating needless extra work