SUCCESS FACTORS FOR CHANGE

 
 
 

What keys are needed for people to enter into a change? There are many answers to that question.

Below I have compiled the success factors or keys that I see needed to get people in change.

 
There are many lessons to be learned from successful (and unsuccessful) change projects. One of the most important things is to identify which success factors or keys increase the chance of success in your change work.

Below are some good recommendations and useful explanation models compiled. Feel free to use them as checklists when you start approaching your implementation ...
 

Read also the section "A plan" - which gives suggestions for a general plan for change work

 

Also feel free to read the compilation of success factors to create personal motivation and commitment to change

 
 

Success factors for change from New2change.com

 
What is "best practice" when it comes to creating successful change?

After reading countless articles on change management and trying out different strategies in different change projects, I have boiled down the success factors needed to bring about change in employees and managers to four. Or six, if you count the subgroups. And you should!
 
Based on the article "How to have influence" (you can read a summary under the heading "Success factors for change from the article How to have influence" below), I have translated the article's six strategy groups into three overall success factors: Will, Ability and Organizational prerequisites. With those success factors in place, the article predicts that you will succeed in just over half (63%) of your change projects.
 
However, the most fundamental factor in achieving change needs to be highlighted even more. When I worked at INDEA work on the basis of our core values ​​Insight, Involvement and Responsibility. By trying to work with a high degree of involvement in INDEAs customer assignments, we saw what a force it was to really involve managers and employees in depth. The current situation / risk analyzes are better, the ideas for improvements are more anchored and you achieve greater ownership and responsibility in the implementation! Therefore, it is natural that the fourth success factor for creating motivation for change is precisely Involvement!
 
To succeed in change, among your managers and employees, you therefore need to have strategies for the following six areas:

1. Participation - I am involved - Are managers and employees involved in the change project? Have we captured their perspectives, views on the problems and ideas for solutions and thereby made them co-responsible in the change work?

2a. Will - I am motivated - Are the employees motivated? Have we created meaning with the change, worked with involvement and strengthened the positive feelings and initiatives?
2b. Will - The boss is committed - Do the managers encourage the will to change and give confirmation that those who go before "do the right thing"? Are the managers and the informal opinion formers involved in the change process (and living according to the new vision)?
 
3a. Competent - I am able - Do the employees have the right skills? In many cases, the desired behaviors require new or different skills than the current ones. Do we help employees develop knowledge, skills or personal qualities?
3b. Competence - Support from others - Do others contribute support when needed? Have we ensured that we provide support from others, for example in the form of answers to questions and access to the right resources or coach / mentor conversations, especially when you encounter challenges in the change work?
 
4. We have organizational conditions - Is "right" behaviors made easier and "wrong" behaviors made more difficult in everyday life? Have we secured the organizational conditions that facilitate the desired behaviors, make the unwanted ones more difficult and maintain the employees' direction towards the goal, for example through recurring customer feedback, benchmarking, etc?
The four main strategies needed to succeed in change. The mouse arrow in the image reveals the underlying sub-strategies....
 

Success factors for change from the article "How to have influence"

 
Do you want to find the "Successful Change Strategy"?
Forget it. The solution is several parallel strategies...
 
The authors of the article "How To Have Influence" - Joseph Grenny, David Maxfield and Andrew Shimberg - wanted to find out what was "best practice" when it comes to running successful change projects.
 
They sorted the different change strategies into six groups
three linked to motivation and three linked to skills / support - and
came to the conclusion that if you use several strategies in parallel, you have a four times greater chance of success! *

*) A study focusing on change projects (eg internal reorganizations and quality or productivity improvements) showed that managers who used four or more parallel strategies were successful in 63% of their change projects, while managers who relied only on one strategy were only successful in 14% of projects.
 
The six groups can therefore be used as parallel strategies or checklists to increase the chance of success in your change projects!
 
1. Build personal motivation - Are employees motivated?
In cases where new behaviors require extra work, are more complicated or just different from the current routines, the project needs to build personal motivation for the change in the employees. This can be achieved, for example, by creating meaning with the change, linking the change to basic values, reinforcing positive emotions and initiatives, promoting involvement or feedbacking customer reactions.

2. Build social motivation - Does the environment (especially the managers) encourage "right" behavior and discourage "wrong" behavior?
Even if an employee has sufficient personal motivation to want to change their behavior, strong social influence from managers and colleagues can prevent or slow this down. People often need confirmation that they are "doing the right thing", either from colleagues or superiors. Managers and informal leaders / opinion makers often have a greater impact on employees' behavior than colleagues. By getting managers and opinion leaders involved in the change process (and living according to the new vision), employees' motivation for change can be maintained or increased.
 
3. Building Structural Motivation - Is "Right" Behaviors Rewarded and "Wrong" Behaviors Punished?
Structural motivation is about the company's various reward systems - that desirable behaviors are followed up, evaluated and finally rewarded. Examples of reward systems are salary setting and bonus systems, but can also be the attention of special efforts, internal competitions and more.
 
4. Build personal ability - Do employees have the right skills?
In many cases, the desired behaviors require new or different skills than the current ones. It can be about knowledge, skills or personal qualities. 77% of the successful change projects included training as one of the strategies for change. Research also shows that training spread over a long period of time is more successful than an extensive, concentrated training effort.
 
5. Build social support - Do others contribute with support when needed?
Building social support is about providing support from others, for example in the form of coach and mentor conversations, answers to questions and access to the right resources, especially when you encounter challenges in the change work.
 
6. Build structural support - Is "right" behaviors made easier and "wrong" behaviors made more difficult in everyday life?
Structural support is about changing the environment to facilitate desired behaviors and make unwanted ones more difficult. It is also about maintaining the employees' direction towards the goal, for example through recurring feedback of customer feedback, benchmarking, etc.
 

A "change formula" from Bechard / Harris

 
Can one describe success factors for change in the form of a formula?
In any case, Richard Bechard and Reuben Harris think so...
 
As early as 1977, Richard Bechard and Reuben Harris described a "formula for change" in the book "Organizational Transition. Managing Complex Change."
 
The change formula describes the necessary conditions for change, according to:

O * V * F> M

 
O = Dissatisfaction with the current situation
- Without dissatisfaction, you will probably feel motivated to change. Dissatisfaction can be any factor that makes people dissatisfied with the current situation.
 
V = Vision of positive opportunities
- The proposed solution / goal must be attractive and understandable. The clearer you describe the solution / goal, the more likely it is that your team wants to be part of the change and work towards the goal.
 
F = First steps towards the vision
- Your team must be convinced that the change is realistic and possible to realize.

M = Resistance to change
Resistance to change includes people's conviction of their shortcomings, stubbornness, general inertia or lack of interest in the beginning.


Change (that is, movement from the current situation in a positive direction) will occur when the product of Dissatisfaction, Vision and First Steps is greater than the Resistance to change.
 
The connection thus emphasizes that all three components (Dissatisfaction with the current situation, Vision of positive opportunities and First steps towards the vision) must be in place at the same time in order to be able to bridge the resistance to change.