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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 isn’t happening.”
Denial Comments


• “This isn’t happening.”
• “I’ll just keep doing what I’m doing.”
Denial Comments


• “This isn’t happening.”
• “I’ll just keep doing what I’m 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 won’t 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 isn’t so bad.”
Exploration Comments


• “Well, maybe there is a way to make

   this work.”
• “This isn’t so bad.”
• “Let’s 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 can’t 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
    doesn’t happen
Tell Your Story


•   Explain why a change is necessary
•   Explain the consequences if a change
    doesn’t 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

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