What does it accomplish to “walk in their moccasins”; to understand their perspectives?

Why should you care what “they” think?

Imagine that you (or someone you know) just launched a major change initiative.  Maybe it is a process improvement, an effort to replace some key software, to merge with another firm, to relocate, or to otherwise reorganize.  If you think about success and what that may required you recognize that people must use that new process (or software), work with others in the new company, in some fashion, or work effectively in the new environment. 

In doing so, you expect the change to happen as predicted in terms of the time it takes, the benefits you realize and with no surprise glitches along the way, especially those caused by your employees!  After all, you will make sure they are “sold” on the change.  More on that later.

If you expect people to accept, adopt and sustain whatever behavior changes are required for your solutions to result in what you hope for, you have several choices:

   1.  You can tell them to "just do it!”

   2.  You can send an email or hold a one-time “all hands” meeting and tell them what you think and what you expect, and then hope they get it, and do what you say and expect.

   3.  You can invest in understanding their reasons for resistance, by “walking in their moccasins” and remove the reasons for their resistance.

Maybe, in your organization, options 1 and/or 2 work, and people not only make the change willingly and effectively, with minimal impact on their daily work.  They also do what you want when you move on to something else; when you are no longer checking on them.  If this is not the case, perhaps you might want to explore option 3.

When you understand why they might resist, you are then in a position to address their needs; for more and better communication (to clarify), for consequences (to motivate) and for an opportunity to learn (and apply) some new skills.  Some things to keep in mind:

•The communication must be in their frame of reference, and it warrants checking to make sure it is not only received, but understood and relevant to their concerns.  It might take more than one event or medium    

•The consequences can be positive or negative, and are not necessarily monetary, but they need to be personal, not just organizational (What is In It For Me?)

•The learning objectives must be considered carefully; consider whether you are just seeking awareness, or the requirement that people apply the new skills in order to be effective

I am not suggesting you personally work alongside every employee, but that you establish the discipline and resources to obtain this information, provide an analysis and recommendations, and that you act accordingly, recognizing you may need to change your approach; perhaps a challenge for you. 

Let me provide an example

Recently, I was sent to the department store to buy a sweater for a lady.  I expected to waltz in and head for the sweater section, just like I would purchase a tie, a shirt or pair of slacks.  I found the store directory on the wall was not of any help.  The store layout labels were organized by brand name.  I asked a sales associate for the sweaters and she showed me the sweaters in her section, made by the designer and brand she represented.  “Of course,” she said, “there are other brands throughout the store. You’ll find some over there in the center section and in each corner of the store.”  I had been unaware of the change I was about to face, and the lack of knowledge I had to accomplish the task at hand.

I was lost! 

I hadn’t a clue which brands to look at and therefore which direction to head.  I was ill prepared for this task.  I was "sold" on the idea of a sweater for this person, I thought had allocated enough time to shop for it, and eventually found one. Imagine if I was also pressured to accomplish this task with no impact on my daily routine.  There was no way I would be capable of doing both the “day job” and perform this new task.  With some training, I could have been much more productive.

I now understand more about buying sweaters for women, why it takes my wife a lot longer to shop than for me, and I am now aware and have learned what I must do next time.

I am considering some work in the Mid East. I am aware of the need and have the desire to learn about the culture in that part of the world in order to be most effective.  Most of all, I need to be very cognizant that I don’t think the way people in Saudi Arabia do.  An American approach to communications, clearly will not work.  I need to try to walk in their moccasins, or build a trusted relationship with those who can help me understand their perspectives.

So you say you are doing training now?

Before people are receptive and ready for training they need to be aware of the need for and the benefits (to them personally) of learning.  If motivated to take advantage of the training, they’ll get more out of it.  So many times, I see organizations start with training, or proceed with a less than effective communications plan when faced with a change.  They don’t appreciate the need to first consider the perceptions of the people who must change and work to address their needs, and not get the cart before the horse.

I hope this helps you understand the value of understanding someone else’s perspective, if you expect them to overcome the natural and logical tendencies to resist.  You also now have a sense of the importance of considering how to communicate for awareness and to help people learn to fit in to the new situation, even if “they” are sold on the change.

The result

If you practice these things, you will realize:

•A shorter time to implement your solution

•Minimal disruption to productivity during the transition

•A higher level of compliance or utilization of the solution

•Sustained behavior changes

•Improved capacity for subsequent changes!

Please contact ECM Expert Change Management if you,

or someone you know, would like to discuss the above.

Speaking Topics:

Bob’s recent and planned speaking topics include:

• Financials, Strategic Thinking and Change Management

• Maximize the results of your Consulting by Managing the Resistance to Change!

• Managing People’s Acceptance, Adoption, and Sustainment of Change

• Developing and Implementing Strategic Ideas; From Seeds to Harvested Results

• The Critical Requirement for Leading, as well Managing, Change

Bob Dodge can be reached at 303 550-0101

bdodge@expertchangemanagement.com

Visit www.expertchangemanagement.com for more information about ECM

and to manage your subscription to Get Acceptance, Get Results! news

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Expert Change Management

January 16, 2010

Get Acceptance, Get Results!

Why should you walk in their moccasins?