Changing Minds in an Organization

When change is introduced to an organization’s members, leaders will experience greater success when they:

1.  Make good use of narrative, telling stories to which people can relate.
2.  Present data using as many of the seven levers of change as possible (for example, facts and emotions).
3.  Express a clear understanding of areas of resistance.
4.  Achieve emotional resonance with people whose “buy-in” is required for successful change.
5.  Give people opportunities for ongoing support and dialogue.

1. The Power of Stories

Stories can be a key element in changing minds. In a story, you have a main character, ongoing activities to achieve a goal, a crisis, and a resolution.

Leaders must analyze the current situation, determine what needs to change, and envision an altered state of affairs. They must then create a convincing narrative and present it to those whose minds they hope to change.

Success will depend on various factors, including the effectiveness of the narrative, the ways in which it is convincingly conveyed, and the extent to which leaders and those around them actually embody the presentation. The more personal and authentic the story, the more people will identify with common themes.

2. The Power of Variety

One’s level of familiarity with a concept determines how we successfully process and accept it. Delivering the same content in multiple forms is a powerful way to change people’s minds, which may explain the popularity of PowerPoint presentations.

People must not only hear the message, but also see it—often in the form of images, graphs, and diagrams. For example, many motivational speakers use music, humor, and strong emotional stimulation to deliver their messages and inspire action.

Using more than one delivery method gives people an opportunity to form mental representations in their preferred learning mode. Some people do well with logical arguments, while others require an emotional connection.

3. The Power of Resistance

When it comes to changing someone’s mind, Gardner says, “The biggest mistake people make is not understanding the other’s resistances.” Each of us has ingrained beliefs (fundamentalism). We are committed to maintaining our opinions (the status quo). For some, this is a defense mechanism, and any attempt by others to change our thinking would come at the expense of self-esteem.

What never works when trying to change someone’s mind is a direct assault on his or her point of view. When you go in determined to change someone, you’re triggering defensiveness.

Gardner advises us to pay attention to unspoken cues and listen carefully to the other’s perspective: “Try to put into your own words tentatively, not threateningly, what you think the other person’s concerns are,” he says. “Most people will appreciate your efforts if you say, ‘It seems to me you’re saying such and such.’ Then they can answer, ‘Well, no, that’s not exactly what I’m saying.’ ”

Even the most eloquent argument is likely to fail if you lack insight about the person you’re trying to sway. The real trick is to take the other person’s perspective. Once you understand someone’s resistance, you can try to find a common solution.

4. Appealing to Emotions

Emotional persuasion isn’t taught in business schools, nor does it come easily to the engineers, scientists, lawyers, physicians, accountants and managers who run organizations. Most CEOs have higher educations and are trained in statistical analysis to a degree that allows them to make sound decisions. They must then convince others, using as many methods as possible—not just the facts.

According to Dr. George Lakoff, a professor of linguistics at the University of California at Berkeley, “Concepts are not things that can be changed just by someone telling us a fact. We may be presented with facts, but for us to make sense of them, they have to fit what is already in the synapses of the brain. Otherwise, facts go in and then they go right back out. They are not heard, or they are not accepted as facts.”

Minds rely on frames, not facts, according to Lakoff and other experts. Frames are mental structures that shape the way we see the world, part of the cognitive unconscious, and they exist outside of our awareness.

Because of the way the brain learns, messages have a better chance of being retained when our emotional centers are engaged. When individuals experience a positive emotional resonance with the person trying to change their minds, they’re more easily persuaded—a phenomenon that can occur  even in the absence of reasonable facts to support change.

5. The Power of Ongoing Communication and Support

Every action has an equal and opposite reaction, according to Newton’s Third Law of Motion. In organizations, this reaction often takes the form of avoidance, resistance, and exceptionalism.

Change feels more natural when you have participation and engagement at all levels. Your goal? It is to introduce ideas into the mainstream, without excessive use of authority. When more people can contribute to finding solutions and helping each other, there is a better chance of achieving real behavioral change. The more people communicate and support one another, the easier it is for everyone to stay on track.

Change initiatives are more likely to fail when there are no ongoing discussions or support. This is why 90% of cardiac patients revert to unhealthy habits after their heart attacks, despite overwhelming evidence that points to a need for change. In one 1996 study by Dr. Dean Ornish, president of the Preventive Medicine Research Institute in Sausalito, California, 77 percent of heart patients managed to sustain behavioral lifestyle changes and avoid surgery after three years by participating in a twice-weekly program that offered support and training.

In summary, changing minds is not easy, but there are clear methods for increasing the probability of effecting real behavioral change. Provision of executive coaching services is highly recommended to support change initiatives.

Resources:

Deutschman, A. (May 2005). “Change or Die.” Fast Company.

Gardner, H. (2004). Changing Minds: The Art and Science of Changing Our Own and Other People’s Minds. Harvard Business School Press.

Kegan, R. & Lahey, L. (2001). How the Way We Talk Can Change the Way We Work. Jossey-Bass.

Raffel, D. (May 2005). “Brain to Brain: How to Get Anyone to Agree with You.” O Magazine.