Influencing Change

People & Change

People & Change

Understand the mindset of the person you
wish to influence to change.

People & Change

The Influence Edge Model can help you
influence others to accept change.

People & Change

Use Push, Pull and Push/Pull behaviors to
help influence change.

Pull Energy
What would be my response if
I were the one being influenced?

Pull Energy
What would I fear about this change?

Pull Energy
How might I see it impact me in a negative
way?

Push Energy
Make clear suggestions that are relevant to
the situation.

Push Energy
Identify the consequences of what might
happen if the other person does not do
what you are asking.

Push Energy
Provide reasons or benefits that interest
the other person.

Push/Pull Energy
Highlight commonalities to point out
similarities.

Push/Pull Energy
Highlight goals, values and positions that
are similar, and those that are different.

Resisting Change
People resist change because they feel
they are not part of the change.

Resisting Change
People resist change because they feel
they will lose control.

Resisting Change
People resist change because they feel
they will lose something because of the
change.

Influencing Change
Encourage individuals to become involved
in the change.

Influencing Change
Set up one or several change teams.

Influencing Change
Brainstorm with the team about what is
not working now, and why there is a need
for change.

Influencing Change
Set up idea-generating teams.

Influencing Change
Brainstorm possible ways to move from
the now to the future.

Influencing Change
The more individuals feel encouraged
to be involved, the more ownership and
control they will feel.

The Change Model

The Change Model

Denial Phase

The Change Model

Denial Phase
Resistance Phase

The Change Model

Denial Phase
Resistance Phase
Exploration Phase

The Change Model

Denial Phase
Resistance Phase
Exploration Phase
Commitment Phase

Denial Phase
People are quiet and try to ignore their
inner fears and concerns.

Denial Phase
Ask a lot of open-ended questions to the
key stakeholders.

Denial Comments
This isnt happening.

Denial Comments
This isnt happening.
Ill just keep doing what Im doing.

Denial Comments
This isnt happening.
Ill just keep doing what Im doing.
There is nothing different.

Resistance Phase
Pay attention to those who are in
resistance to the change.

Resistance Phase
Listen to people, and let them know you
are committed to finding a solution.

Resistance Comments
Why is this happening to me?

Resistance Comments
Why is this happening to me?
This will never work.

Resistance Comments
Why is this happening to me?
This will never work.
I wont do this.

Exploration Phase
People look for alternate possibilities and
options.

Exploration Phase
Keep all the options and ideas open, and
not make any final decisions.

Exploration Comments
Well, maybe there is a way to make
this work.

Exploration Comments
Well, maybe there is a way to make
this work.
This isnt so bad.

Exploration Comments
Well, maybe there is a way to make
this work.
This isnt so bad.
Lets see what we can do about

Commitment Phase
Commitment happens as a result of
moving through the first three phases.

Commitment Phase
People feel more in control and generally,
more comfortable.

Commitment Phase
Reinforce these positive feelings by
providing rewards or celebrations.

Commitment Comments
This could work if we did this.

Commitment Comments
This could work if we did this.
The new way is better.

Commitment Comments
This could work if we did this.
The new way is better.
I cant believe we did it the old way.

Implementing Change

Implementing Change
Tell Your Story

Implementing Change
Tell Your Story
Explain What Will Happen

Implementing Change
Tell Your Story
Explain What Will Happen
Monitor Progress

Tell Your Story

Consider what will impact the key
stakeholders most positively.

Tell Your Story

Provide rationale and highlight
consequences if no action is taken.

Tell Your Story

Explain why a change is necessary

Tell Your Story

Explain why a change is necessary

Explain the consequences if a change
doesnt happen

Tell Your Story

Explain why a change is necessary

Explain the consequences if a change
doesnt happen
Explain the reasons to make a change

Tell Your Story

Use Push behaviors when you provide
rationale of why the change is necessary.

Tell Your Story

1. Why is a change needed?

Tell Your Story

1. Why is a change needed?
2. Is there an internal reason for the
change?

Tell Your Story

1. Why is a change needed?
2. Is there an internal reason for the
change?
3. What are the benefits of the change?

Tell Your Story

1. Why is a change needed?
2. Is there an internal reason for the
change?
3. What are the benefits of the change?
4. What will be the consequences if the
change effort fails?

Explain What Will Happen

Explain what to expect to happen in the
process.

Explain What Will Happen

Explain how the change process will

work

Explain What Will Happen

Explain how the change process will

work
Describe the intended results

Explain What Will Happen

Explain how the change process will

work
Describe the intended results
Define roles and responsibilities

Monitor Progress
Create a system of follow-up meetings
with key individuals.

Monitor Progress
Structure meetings around what is
working, and what requires further
focus.

Monitor Progress
Maintain a listing posture.

Monitor Progress
Make continuous improvement methods.

Monitor Progress
Determine who will need to be influenced
on an ongoing basis.

The Zebra System Case

Pull Behaviors
When influencing change, use Pull
behaviors ask questions, listen and find
common ground.

Influencing Change
Encourage people to be actively involved in
change.

Influencing Change
Get commitment to specific actions to make
the change possible.

Influencing Change