Comments on: Breaking Through the Status Quo

By: David Maxfield

David Maxfield — Fri, 13 May 2016 16:06:27 +0000

Hi Julinda, Thanks for asking how it might be different if I were trying to convince leaders, rather than subordinates, to consider a new idea. My overall approach would be the same, but let me amplify on one aspect.
My answer emphasizes talk–explaining benefits, examining costs, etc.–and we know that talk is the weakest form of influence. We will be more effective if we can use Direct or Vicarious Experience.
For example, use Direct Experience by having the leader (or other person you are trying to influence) work in the area where you feel change is needed–have them experience the problems that need to be solved. Or use Vicarious Experience by having them interview customers about the problems that need to be addressed.
Use these same methods to convince them of the viability of your solution. Create a small pilot program or have people visit a place that has already implemented the solution. Their Direct and Vicarious Experiences will have more impact than any words you could choose.

By: Julinda

Julinda — Thu, 12 May 2016 17:59:32 +0000

In reply to Patricia Pitsel, Ph.D.. Excellent point, Patricia Pitsel! Thinking about changes I have been through at work, that is something that was never done, and I think it would have made the changes easier to accept.

By: Julinda

Julinda — Thu, 12 May 2016 17:57:19 +0000

When I read the question, I got the impression that “Pushing Progress” was trying to get his/her leaders to consider new ideas, rather than trying to get subordinates on board. Would your answer be the same in the situation I envisioned?

By: Ruth

Ruth — Thu, 12 May 2016 09:40:21 +0000

This is superb and very appropriate for us as we communicate forthcoming changes to staff today. Thank you.

By: David Maxfield

David Maxfield — Thu, 12 May 2016 01:39:34 +0000

Thanks Patricia! You make a great point. My dad used to joke that, “If something isn’t worth doing at all; it certainly isn’t worth doing well.”

Too often we fail to document, measure, and describe the problem we are trying to solve. We need to be able to show that the problem is large enough to justify the change we are proposing.

It’s also important to show the What’s In It’s For Me–to show the costs the individual is currently experiencing, and how the change will benefit them.

thanks,

David

By: Patricia Pitsel, Ph.D.

Patricia Pitsel, Ph.D. — Wed, 11 May 2016 15:49:06 +0000

I’ve always this thought is important to consider when you re leading change: Don’t sell the solution until you sell the problem. Many people reject change because they don’t see a need for it – from their vantage point everything is working fine.

By: Bonnie James

Bonnie James — Wed, 11 May 2016 14:15:31 +0000

Thank you.