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Psychology of Change & Influence - Coggle Diagram
Psychology of Change & Influence
Organisational Change
Explorers Who Faced Change
John Franklin
Pierre-Espirit Radisson
John Franklin
Explorer
Faced change and led 145 people to death
Pierre-Esprit Radisson
Explorer that faced change & adapted
Organisational Influence & Change
Be ready to question about what going on
Change Curve
Visualisation that things get worse before they get better
Skills needed to convince
Displaying case for change is explaining what & why needed
Change is tricky
Especially as need to persuade & move someone to something they didn't initially want
Stages of Change Curve
House of denial
Staircase of despair
Rocky progress
Ascent of hope
Mansion of success
Staircase of Despair
People understand change coming
Can be frightened & confused
Leader listens & coaches
Reminds about benefits & creates stepping stones
Rocky Progress
Starting to see positives but still slippery steps & tentative
Uncomfortable
Leader engages people
Respects resistance & gets help in difficult cases
Ascent of Hope
Acceptance of change
Leader recognises people acting in new way
Manages expectations
Mansion of Success
Change embedded as part of culture
Leader celebrated
Creates evangelists & collects learnings
House of Denial
Everything cosy & traditional
Need for change not clear & denial
Change leader talks about reasons for change
Problems & benefits of change
Marathon Effect
Diff people involved in change at diff points
Important to understand your point of view different to others
Change leader already seen & understood need for change
Stages
Change leader ahead of others
Change agent follow behind
Front line employee not even started by the time everyone else finished
Cycles of Change
Types of change
Level of enthusiasm/commitment over time
Types of Cycles of Change
Advocate
Leader
Deliverer
Audience
Advocate
Highest enthusiasm/commitment
Excited to see problem & fix it
Starts first & suddenly fade off
Change leader who recognised & done good change
Leader
High enthusiasm/commitment
Want to change often as bored
Start as advocate fade off
Management who start implementation of change
Deliverer
Lower enthusiasm/commitment
Team who implement
Start after leader peaks
Team who implement
Audience
Lowest commitment/enthusiasm
Commitment & enthusiasm of other faded/fading off
Start after deliverer peaks
Issue of Change
Balancing marathon effect & time needed for others to catch up
Leaders see problem as obvious
But get bored
Others further behind scale of change so take more time to implement it
Models of Behaviour Change
ABC of Changing Behaviour & Influence
Why, what, & how
Ensure communication is complete & motivating
ABC's
Adversity
Bright future
Concrete action
Bright Future
-
Concrete Action
Specific actions that change behaviour
Adversity
What is wrong w. current behaviour vs what doing right
What negative impact is of this
4Ps Framework/Yale Choice Architecture (Chance et al., 2014)
Process
Persuasion
Possibility
Person
Process
Make it easy
Persuasion
Make benefits attractive & desirable
Possibility
Make it available
Person
Make it motivating
EAST Model (Behavioural Insights Team, 2014)
Other way of presenting 4Ps framework
EAST
Easy
Attractive
Social
Timely
Easy
Make it easy
Attractive
Make benefits desireable
Social
Use social expectations
Build off human behaviour
Group assignment & behaviours
Timely
Intervene at right time
Implement in timely manner
Necessity of Influencing Skills
Influencing Skills & Relative Power
High importance of influencing skills = Negative relative power
Low importance of influencing skills = Positive relative power
Relative Power
Chance & value of influence over other
Negative = Low power
Positive = High power
Influencing Styles (Musselwhite & Plouffe, 2012)
New way of thinking about influencing skills
Influencing Styles
Reward
Exchange
Connect
Inform
Picture
Exit
Reward
Used when don't need anything immediate
Used when want to establish long-term rapport
Example: Phrases
As sign of good faith...
Here's a little extra...
Example: Situation
Unpaid overtime
Investing in relationship w. reward behaviour
Exchange
Used when both have something other needs/wants
Used short-term
Example: Phrases
What can I do for you
Here's the deal
Example: Situation
Sales
Motivating team w. clear goal in sight
Connect
Used when want to create atmosphere of unity
Used when have shared goal
Example: Phrases
This is what can achieve together
Yes we can
Example: Situation
Internal communication
Find high level & common goals are both aiming for
Inform
Used when audience will be persuaded by facts & figures
Example: Phrases
Recommend for these reasons...
Evidence suggests that...
Example: Situation
Airtight case
Only sparingly as not the only tool in arsenal
Picture
Used when want to tap into emotions
Used when want to paint picture of success
Example: Phrases
Imaging what business would look like in a few years
Make America Great Again
Example: Situation
Presentation
Powerful opener & closer
Exit
Used when sense are not getting anywhere
Used when need to change gear
Used when feel are wrong person
Example: Phrases
Let's take a break
Let me reflect & come back to you
Example: Situation
When stepping back to reconnect
Establish time & place to ensure is not bluffing/walking away