People Strategies: Personal, immediate consequences may affect change

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Linda Bower is a speaker, executive coach and human performance improvement consultant in Rogersville.|ret||ret||tab|

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If change is as inevitable as they say, then why doesn't it happen when we want it to? Have you ever been in a position to observe a person trying to change a system that has been built or governed by the same people for 20 years, or even five years? |ret||ret||tab|

When I hear about people who are trying to drive change from within I immediately feel empathy. Take heart; systems can be changed by individuals if the individuals can change the balance of consequences.|ret||ret||tab|

There are three sets of positive and negative consequences that determine our will to change: Personal vs. organizational, immediate vs. delayed and certain vs. uncertain. Understanding them as a force in behavioral change is the key to moving people and organizations forward or backward.|ret||ret||tab|

Personal vs. organizational: Consequences that affect someone personally, rather than affecting the organization, tend to have a stronger impact on a person's willingness to change.|ret||ret||tab|

Immediate vs. delayed: The more immediate the consequences, the stronger influence they tend to have on a person's behavior; whereas delayed consequences tend to have a weaker influence.|ret||ret||tab|

Certain vs. uncertain: The more certain the consequences, the stronger they motivate. If a person can identify a certain link between his/her behavior and a consequence, it tends to be stronger than a situation where the person feels the consequences may or may not follow.|ret||ret||tab|

For example, smokers who haven't quit believe, somewhere deep inside, that negative consequences aren't personal because cancer won't happen to them. Consequences are perceived as delayed because smoking takes time to destroy; and consequences are uncertain because, after all, a car accident could happen tomorrow. If you want to quit smoking, change your perception of the consequences.|ret||ret||tab|

The same is true for changing destructive habits in organizations. Right now, for example, several companies are struggling to shift from a product focus to a more service-oriented approach. It sounds like a good idea on the surface, and I've seen people readily agree; then nothing happens. |ret||ret||tab|

Negative consequences for keeping a product focus may include: lack of interest in customer needs, high pressure on margins, fewer competitive wins and greater risk of product obsolescence. |ret||ret||tab|

The positive consequences for keeping a product focus may include: fewer high-risk implementations, easier for salespeople to represent, remains consistent with previous experience, lesser need for teamwork and a shorter sales cycle. |ret||ret||tab|

Before we examine the consequences of a service focus, the change challenge begins to emerge. A product focus is likely to stay in place because the negative consequences are organizational, delayed and uncertain. The positive consequencesare largly personal, immediate and certain. |ret||ret||tab|

It is important to consider the consequences of the desired state before beginning to consider how to change consequences. |ret||ret||tab|

Negative consequences for moving to a service orientation may include: retraining the sales force, resetting pricing, reorienting marketing materials and retooling product management resources. These are very personal, immediate and certain consequences for a number of people and have implications for many others.|ret||ret||tab|

Finally, the positive consequences of a service focus may include higher customer satisfaction and retention, more creative solutions and more challenging work experiences. The latter is a personal consequence, but it is delayed and uncertain. It is not enough to motivate people away from the negative consequences.|ret||ret||tab|

At this level of analysis a rough idea can be assumed as to why change is not happening. A more detailed view is necessary to determine how to upset the balance of consequences. To do this yourself, try this exercise alone or with a group.|ret||ret||tab|

Draw a four-box grid on paper or a flipchart. Label the left column with what you would like to change from and the right column with what you want to change to. Label the first row, "Negative Consequences" and the second row, "Positive Consequences." Include a column within each box to note the type of consequence, e.g., personal, delayed, etc. |ret||ret||tab|

Now start filling the boxes with the appropriate level of detail. Try placing a value on each statement by putting them in order of greatest impact. Assign a type of consequence to each statement. Look at the overall balance of consequences. Decide which of the most impacting factors can be changed from organizational to personal, delayed to immediate and uncertain to certain.|ret||ret||tab|

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