- This topic has 11 replies, 14 voices, and was last updated 5 months, 1 week ago by .
-
Posts
-
-
Now, think about your own experiences when answering these questions:
Q1. What approaches to motivating individuals seem to work best when managing change in your organisation?
Q2. What examples can you think of where specific motivators were used to achieve the desired outcome from change?
-
Q1. when working within change at my previous organization, I personally felt the best motivators for those impacted was the following,
Communication cascaded from the top (managers and stakeholders), utilizing change agents ,thus helping their co – workings and seeing the benefits of the change themselves not just from the (outsiders) implementing the change, thus involving those most impacted from the start so they could engage and help problem solve what they thought might be missing within the future business process.Q2. To be honest I believe all motivators have an influence within change. It depends on the individuals going through the change and using each motivator in a way to best suit the needs of the individual going through that change. The best way to begin is to empathize then tailor your approach to best suit their circumstance and needs, try and understand more so by communication to their managers to see the best fit for implementing the change and gaining their trust thus causing less impact to business activities.
-
1. clear communication and stating benefits of the new change
2. Stating the benefits -
Q1: From my experience changes work best, when people see their personal benefit (reward) in it (e.g. when processes are being simplified) and feel safe and able to learn in the environment.
Q2: Motivators can be very different and depend on the individual’s needs. Therefore it is important that the managers talk in person with the affected people to show them their personal benefit from the change and decrease their leaning anxiety.
-
1. We’ve recently been using the proces outlined by Chip and Dan Heath in “Switch” for the helping to address chnage at the individual level. That has helped us addressing the change vision by applying it to the right level in the right language. This messaging addresses the need for change as well as giving people confort in seeing how the change applies to them in a positive way. We’ve brought in people to help us see how the change will impact them and help us see the motivating factors for them – which can often surprise us. We’ve also been more agile in addressing bumps in the road. That’s through getting feedback from people which helps them feel empowered. Finaly, we’ve recognised when management need to direct to change habits for busy people.
2. We did a Teams rollout a few years back to a pilot group – a major construction project with multi-national sites. We looked at how the Office365/Teams technology could be applied to the way the project team work and brought some of them in to help us understand that. That surpised us a little – for example, they saw the Teams chat function as really important for maintaining project cohesion but we’d only see that as a bit of a toy. To an extent, that empowered them and gave us positive people in a very busy project. We worked with the senior project management and developed a communication plan that explained what wasn’t working for them and why this change would improve their daily lives. We brought in a training company and tweaked their standard training to fit with the project processes. They rolled out a series of training events just prior to launch. After launch, we got the senior management to mandate that all daily meetings were to be in Teams and the weekly reports were to be in OneDrive. During this period we provided daily support to help people get used to the new technology. We hit a few bumps as we went through and hed some of the techs find solutions to these. Through these processes, the project were well motivated to use Teams and Office 365 with over 80% positive in 3 weeks.
-
Q1. From my previous experience, i believe that the Expectant theory & motivation is most influencing model towards change management. As the majority of change is Top down approach from management, it is necessary to delivery a clear message on the change itself and to promote the change towards all staffs by demonstrating the relationship between efforts, performance and rewards. And Pink model is also key factor of success towards change as staff growth and satisfaction would definitely help to achieve change management of a company to sustain in the market.
Q2. There are two levels of motivators that are used to achieve the desired outcome from change. First level is safety needs especially job security. Once this level of need is fulfilled, then the next level of motivators would be esteem needs or self actualisation needs (job satisfaction, achievement, growth, etc.) that all these would help to as it enables the staffs to associate their own growth and satisfaction with the company change mission as well.
-
Q1: it really depends on the type of change. If this is a new tool we are talking about, for sure the Expectant, the Pink and the Schein theories would be the best for managing that change. What has woked best in my organization: clear, transparent and timely communication, top-down communication, open communication channels with top management, development and availability of training and support materials, change champions, gamification, as well as the involvement of all stakeholders in the change process.
Q2: Training materials and gamification are two motivators I can immediately recall, in this case, for the adoption of a new tool within the organization.
-
Q1 – A mix of Herzberg, Schein and Expectant theory. Applied at all levels. A major challenge I encounter is prioritisation. People may want to change but feel they have too much on their plate. So a lot is achieved by working with management to improve the conditions / expectations they feel the need to perform to.
Q2 – As a consultant, I often see Behavourist approaches to change i.e. offer more money and/ or ostracize/dismiss. More effective approaches use a mix of Expectant Theory and Schein. Whereby the focus is on assessing the change impact and individual concerns (“Pain-points”) of the stakeholders, then addressing these through narrative and actions. COM-B (competence + opportunity + motivation = behaviour) is also a model I’ve seen successfully applied. Whereby the focus is on ensuring those 3 motivators/ needs are addressed e.g. sales training. Provide dedicated offsite time to raise competence. Carve out time for this to happen and for follow-on. Tangible habit forming a la James Clear (Atomic Habits). To both ignite and sustain the motivation.
-
A1. Blend of all theories by varying degree – primarliy based upon inidvual rather than change type.
A2. Increase of quarterly utilisation using Expectant – Effort (more billable hours), Performance (billed hours), Reward(s) individual & group.
-
1) Context is everything and depends on which of the theories will work. In a Consulting environment, I’ve seen team members bees particularly motivated by Pink’s model. In other contexts, particularly when there is an initial resistance to change Expectant theory and ensuring “what’s in it for me’ is clearly communicated can be a key indicator of success.
2) Like another respondent, I’ve seen far too many behaviourist approaches of throwing money at the ‘problem’.
-
Q1. Looking back at the history of how the organisation has handled/mishandled Change in the past is a good starting point to help avoid mistakes or reinforce good practice. Being aware of behaviours caused by Expectancy theory and Pink’s intrinsic and extrinsic motivators, along with Herzerg’s hygiene factors is key – as there needs to be a balance between the required individual change and the organisational factors that need to change also to support the indivdual and sustain the change.
Q2. Examples I have mainly seen are communicated around benefits to indvidual ways of working, which is good, but it’s not usually connected to strategy – which is strange. But at least it helps to tap into intrinsic motivators to adopt the change.
-
Pink’s Motivators – given autonomy in roles, encouraged to build mastery, and educated on purpose
Schein’s theory of survival and learning anxieties – support is in place to build new learning, and challenges placed to keep striving for better.
-
You must be logged in to reply to this topic. Login here