Are you struggling to get people on board when it comes to embracing change in your organization? If you’re nodding your head you’re not alone. In fact, studies continue to suggest that up to 70 percent of attempts end in failure. So how can you work with people’s brains to make change easier?
“Context is critical in understanding how you can take organizations forward,” explained Garry Davis, a positive psychology and organizational development thought leader, when I interviewed him recently. “Every organization has its own unique history and culture, and within this, teams have their own subcultures, and individuals have different motivations for their response to changes.”
For example, Davis explained that when you work in a positive culture where your abilities are acknowledged and valued, your sense of worth is high and you are more likely to experience an upward spiral of wellbeing that will help you engage, contribute and continue to perform throughout a change process. However, when you don’t feel psychologically safe in your team and secure enough to speak up or take risks, then change can feel like a real threat.
As a result of the organizational and team cultures, and the presence or absence of well-being and psychological safety, when it comes to embracing change Garry suggests that much like Roger’s classic diffusion of innovation curve people tend to fall into the following categories:
So how can you meet the needs of these different groups of employees to take them on the change journey?
What can you do to encourage more early adopters of positive change in your workplace?