Framework 185 Influence Framework
Introduction
For transformations to stand the best chance of success, you need to focus on changing mindsets and behaviours by focusing on 4 key elements:
"...- fostering understanding and conviction
- reinforcing change through formal mechanisms
- developing talent and skills
- role modelling..."
Tessa Basford, 2016
The combination these 4 powerful forces of human nature are pivotal to successful significant change efforts in organisations.
The below diagram summarises the 4 key actions:
(source: Tessa Basford, 2016)
More detail
i) fostering understanding and conviction (this involves creating a clear and compelling change story that helps stakeholders understand the purpose of the change, where the organization is headed, and why the change is necessary; engaging communication and feedback loops are essential to ensuring the message resonates and is well-received; research has shown
"...human beings strive for congruence between their beliefs and their actions and experience dissonance when these are misaligned. Believing in the 'why' behind the change can therefore inspire people to change their behaviour..."
Tessa Basford et el, 2016
Be careful of:
- the false-consensus effect (people can overestimate the extent to which others share their own attitudes, beliefs and opinions)
- the curse of knowledge (people can find it difficult to imagine that others don't know something they themselves already know)
Use stories and social media to help get the message across .
ii) reinforcing changes through formal mechanisms (implementing systems, processes, rules and regulations, etc that reinforce the desired behaviours is crucial; this can include aligning reward systems and performance metrics with the change objectives to ensure consistency and support for the new behaviours; effective reinforcement strategies must be designed carefully to avoid misalignment and unintended consequences.
It is known that the desired behaviour often stems from direct association and reinforcement, eg in the 1920s, Pavlov's research showed how repeated association between two stimuli - the sound of a bell and delivery of food - eventually led dogs to salivate upon hearing the bell.
"...reinforcement can also be conscious, shaped by expected rewards and punishments associated with specific forms of behaviour...... many people who have had commission-based sales jobs will understand the point - being paid more for working harder can sometimes be a strong incentive..."
Tessa Basford et el, 2016
Both direct association and reinforcement need to be used correctly. Some examples of incorrect use include:
- academics being rewarded on research publication while society expects them to be good teachers
- rewarded for reducing costs can result in less reliable maintenance, safety, etc
- the use of money as an incentive has limitations as there is a law of diminishing returns, ie its effectiveness has been found to be reduced at around annual salaries of $US 75,000; sometimes other performance drivers, like collaboration and purpose, can be more important and effective than compensation.
Expectancy theory explains
"...how the tendency to behave in certain ways depends on the expectation that the effort will result in their desired kind of performance, that this performance will be rewarded, and that the reward will be desirable..."
Tessa Basford et el, 2016
Furthermore, how reinforcements are delivered is important.
"...predictability makes them less effective; intermittent reinforcement provides a more powerful hook, a slot-machine operators have learnt to their advantage..."
Tessa Basford et el, 2016
Equity theory demonstrates how staff compare their job inputs and outcomes with co-workers, especially those who have been promoted ahead of them or their own experiences in past jobs.
Don't underestimate the impact of non-financial performance drivers like collaboration and purpose.)
iii) developing talent and skills (organizations need to invest in developing the talent, skills, competencies, expertise, etc required to thrive in the new environment; this involves training programs, coaching/mentoring and providing opportunities for employees to build the necessary capabilities, etc; ensuring that employees have a sense of control and can see the impact of their efforts is vital.
Neuroscience has demonstrated the human brain remains plastic well into adulthood. However, we have a self-serving bias that makes people feel over-confident of their capabilities, and unaware of what they need to learn. This is further impacted by the 'mum affect', ie
"...to keep quiet about unpleasant, unstable or negative messages - often compounds these self-serving tendencies..."
Tessa Basford et el, 2016
Furthermore, some people handicap themselves by doubting their ability to change and soon fall into a state of learned helplessness, ie
"...Passive acceptance and resignation that develops as a result of repeated exposure to negative events perceived as unavoidable......people who believe that developing new skills won't change a situation are more likely to be passive...... employees who stop offering new ideas after earlier ones have been challenged to unemployed job seekers who give up looking for work after multiple rejections..."
Tessa Basford et el, 2016
Thus you need to instil a sense of control and competency to encourage an active effort to improve.
"...as expected, the theory holds, people are more motivated to achieve their goals when they believe that greater individual effort will increase performance..."
Tessa Basford et el, 2016)
iv) role modelling (leaders and influential figures within the organization must exemplify the desired changes through their actions; when leaders consistently demonstrate the behaviours and mindsets they wish to see, it sets a powerful example and helps to embed the change within the organizational culture.
Role modelling occurs both unconsciously and consciously:
"...unconsciously, people often find themselves mimicking the emotions, behaviour, speech patterns, expressions, and moods of others without even realising that they are doing so. They also consciously align their own thinking and behaviour with those of other people - to learn, to determine what's right, and sometimes just to fit in..."
Tessa Basford et el, 2016
In some situations, informal leaders or opinion makers may exert more influence than senior management; yet they are not usually recognised in the formal organisational structure.
Everyone has the potential to be a role model.
Influence of social proof, ie
"...a mental shortcut people use to judge what is correct by determining what others think is correct..."
Tessa Basford et el, 2016
Examples of this can be seen on social media site such as Instagram, TikTok, LinkedIn, Facebook, Twitter, etc where the more followers you have, the stronger our reputation and influence.