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Working in change projects, our success often hinges on our ability to guide, connect with, and motivate others. In short, can we influence? Usually with very little authority!
So how exactly does influence work and how can we build our influencing skills to transform how we engage stakeholders during pivotal changes?
Why Influence In Change Really Matters
In change, we shouldn't be about "convincing" people ... it smacks of gaining compliance. When we shift the focus to building understanding, and leaning into our humanness rather than crushing it, then we're talking real change. When stakeholders truly connect to a change, they champion it, smoothing the transition and enhancing the outcomes.
A Peek Into the Brain
Neuroscience offers valuable insights into the mechanics of influence. So much of good change (and a big focus of our Change Design® approach) is engaging with the decision-making and emotional responses of the people of our organisations. And knowing all we can about how these responses come about can only make us more effective in how we engage and hope to influence.
Neuroscience tells us why certain approaches either click or flop. It shows us that our brains can react with fear to new things, making us want to run the other way. But with the right approach, we can make new things feel safe and even exciting. For example, when we hear a story that resonates with us, our brain lights up in all the right places, helping us connect with the message on a deeper level.
By understanding how the brain reacts to new information and the perceived (or real) threats of change we can craft an experience of change that resonates on a deeper psychological level for our people.
What kind of strategies can we use?
Reciprocity and Social Proof
We naturally want to return favors and mimic the actions of others. These instincts can be powerful tools in change management. By introducing initiatives that allow early adopters to share positive experiences, you create a ripple effect that encourages wider acceptance.
Understanding Cognitive Biases
Our brains use shortcuts that can sometimes lead to resistance, especially during change. Tailoring messages to navigate biases like loss aversion—emphasizing what stakeholders stand to lose if they resist rather than what they gain from change—can lead to more positive reactions.
Effective Negotiation and Persuasion
It’s about how you frame the change. Communicating in terms of saving or securing valuable resources or positions can lead to more agreement than presenting the change as an outright gain, which might spark skepticism.
Empathy Mapping
Use empathy maps to better understand stakeholders' feelings, thoughts, and concerns about the change. This tool helps tailor communication and initiatives to directly address stakeholders' emotional and practical needs, making the change feel more considerate and less imposed.
Incremental Implementation
Introduce the change in small, manageable stages. This strategy helps stakeholders feel less overwhelmed, allowing them time to adjust and see the benefits gradually, reducing the shock and resistance often associated with significant transformations.
Neuroscience Insights for Better Influence
Brain Functions and Influence: Knowing how stress impacts brain function can help us present changes in ways that are perceived as less threatening. Highlighting security and benefits in our messaging taps into the brain’s reward pathways, promoting a positive reception.
Emotional and Cognitive Responses: Emotions often guide our decisions more than rational thought. Addressing both the emotional appeal and the logical benefits of a change ensures that stakeholders feel both understood and convinced by the rationale behind the transition.
Real-Life Success Story
Consider a tech company that recently completed the roll out a new project management tool. Initially met with resistance, the change team implemented several neuroscience-informed strategies:
Small Group Trials: Influential team members trialed the tool, sharing their positive feedback through structured social proof mechanisms.
Celebrating Small Wins: Successes were publicly acknowledged, linking the tool's benefits directly to team achievements.
Customized Training Sessions: Training was tailored to specific department needs, making the information more relevant and digestible.
Open Feedback Channels: Continuous feedback was encouraged and used to make iterative improvements to both the tool and the change strategy.
Neuroscience-Informed Messaging: Communications emphasized the security the tool provided and the personal benefits to employees, reducing perceived threats.
Peer Mentoring Programs: Experienced users supported newcomers, easing the learning curve and fostering a supportive culture.
This comprehensive approach not only eased the transition but also turned the new tool into a cornerstone of the company’s project management success.
By integrating neuroscience and behavioral insights, you can become a more influential change leader with real world credibility. Understanding and applying these insights can dramatically improve how changes are perceived and adopted within an organisation and how your own leadership is perceived by your colleagues, team and leaders.
It's all about understanding more than just the management of change, use the right skills, tools and experience to design an experience that really gets the people, and delivers the outcomes.
Ready to enhance your change with the power of neuroscience and design?
Get in touch to discover how our Strategic Change Design® can help you apply these principles effectively, ensuring your next initiative is embraced enthusiastically.
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