What must we understand about the brain to better grasp the process of changing others’ minds? And what happens when we try to change our own mind to employ and sustain new behaviors?
A great deal of my executive work is helping leaders think and act differently. There is that old adage of insanity about doing the same thing hoping for another result.
How effective are you at influencing others? Which strategies have worked for you?
"Of all of the species on earth, we human beings are the ones who specialize in voluntary mind change: we change the minds of others, we change our own minds. We have even crafted various technologies that allow us to extend the sweep of mind change: powerful mechanical artifacts like writing implements, televisions, and computers…In the coming decade, mind changing will continue and, in all probability, accelerate". "Changing Minds" by Howard Gardner
7 Levers to Change a Mind
Leaders must consider several critical factors to changing someone’s mind. Gardner has identified seven levers used to change minds:
1. Reason: When we are trying to persuade others, reason plays a pivotal role—especially among those who consider themselves educated. Most businesses rely on analysis and logical processes when making decisions. The rational approach involves identifying relevant factors, weighing each in turn, and making an overall assessment.
2. Research: The scientific approach collects relevant data and analyzes it in a systematic manner (often statistical) to verify or cast doubt on promising trends. Research needn’t be as formal as this, however. It may entail identifying events and forming judgments as to whether they warrant a change of mind.
3. Resonance: While reason and research appeal to the cognitive aspects of the mind, resonance applies to our emotions. Appealing to one’s feelings and creating emotional resonance are among the more powerful means of changing minds. Resonance is often achieved after one hears reason and research arguments, but it may occur on an unconscious level. As a relationship of trust or connection to the mind-changer develops, one is persuaded to change.
4. Representational Redescriptions: This term describes what happens when a change of mind becomes convincing in several different ways that reinforce each other. For example, a PowerPoint presentation may present the same concept using percentages, bar graphs, and other graphic images, all of which explain the same key concept in distinct ways.
5. Resources and Rewards: So far, the possibilities for mind-changing lie within reach of any individual whose mind is open. It is sometimes more likely to occur when resources are available. In psychological terms, this is known as positive reinforcement. Ultimately, however, unless the new course of thought is congruent with the other criteria—reason, resonance, and research—it is unlikely to last beyond the provision of rewards.
6. Real-World Events: Wars, terrorists, natural disasters, and economic depressions can influence mind-changing. On the positive side, so can prosperity and peace. It is easier to convince a nation to go to war after a terrorist attack, even when the facts are lacking.
7. Resistances: The six factors involved in changing minds have thus far been positive. It is unrealistic to assume that you won’t encounter resistance—the strong force that negatively affects mind change. In our early years of life, we change our minds frequently to develop, learn, and become competent. Research demonstrates that changing minds becomes more difficult with age. We develop strong views and perspectives that are resistant to change.
Any effort to understand the process of changing minds must take into account the power of resistance.
A mind change is most likely to occur when the first six factors operate in concert (they are coordinated and congruent), and when resistance is relatively weak. Conversely, a change of mind is unlikely to occur when resistances are strong and the other factors fail to point strongly in one direction.
Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the BarOn EQi and CPI 260 can help you become a more influential leader. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.
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