how to change their world. - cancer research uk...how to change their world. some thoughts on...

How to change their world. Some thoughts on influencing people, 'selling ideas'

Michael McGrath Eli Lilly and Company

Fellow (Hon.), School of Medicine, Pharmacy & Health, Durham University, Durham

Birmingham, Thursday, 23 October, 2014

Approved UK legal per JCairns 16.10.14

Emotions, expectations govern people. Change disturbs.

Under what circumstances is change welcomed? • ..\..\Courses & Ws 2013\Insights Module 3\videos\TheFunTheory.com.wmv

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Company Confidential

Copyright © 2013 Eli Lilly and Company

Approved for external use only, November 2013, UKCPR00145

Harvard Business Review, Prof. John T. Gourville • June 2006

- Be aware of what we are asking people to do.

- Each situation (quadrant) has its own set of best practice methods for

success.

EASY SELLS

Limited product and

behaviour changes

SMASH HITS

Significant product

changes, limited

behaviour changes

SURE FAILURES

Limited product

changes, significant

behaviour changes

LONG HAULS

product and behaviour

changes

LOW HIGH

LOW

HIGH Degree of product change involved

Degree of

behaviour

change

required

Source: HBR reprint for which copyright permission was purchased




Adapted...

EASY CHANGE

CHANGE SELLS

ITSELF

SURE FAILURE

LONG, HARD ROAD

LOW HIGH

LOW

HIGH PERCEIVED degree of incremental BENEFIT involved with the change

Degree of

behaviour

change

required




Identifying and overcoming the bias

when trying to get people to 'change'

• endowment bias

• overvaluing what you have

• loss aversion

• unwillingness to let go – raising high barriers

• "I need more information, proof"

• confirmation bias

• everything you hear or see fits with existing

beliefs

• don't see any reason for change, benefit

I: The relative ease or difficulty of achieving change

• In pairs

• Consider a specific CURRENT situation where you are attempting to influence, drive change.

• Roughly locate your situation on the matrix.

• Consider the person/role you are trying to convince. What biases are involved ?

• Given this context (matrix, biases), discuss what your approach, messages, tactics might be.

• 15 minutes




The challenge we face: Effecting change in

mindset, process, attitudes, beliefs...

Photo source: Getty, copyright-free images




The people we try to influence are multi-faceted.

See them as job-holders - as well as humans.





Influence, overcome biases by considering...

motivation

ACHIEVEMENT

ACQUISITION

TO BELONG

AUTONOMY

AVOIDANCE

TO LEARN, UNDERSTAND

DOMINANCE

TO PROTECT

RECOGNITION / EXHIBITION

TO EXPERIENCE

TO BE SAFE

Source: LMI training

http://ww4.photolibrary.com/images.html




Influence, overcome biases by considering...

the spectrum of attitudes, beliefs




Influence, overcome biases by considering... competing realities and demands on your vis à vis

Personal

Expectations &

Experience





Ultimately, successful influence depends on having

and leveraging deep insight into your target

audience





Try to engineer the change experience

to be as positively as possible

• Carrot rather than stick

• Trust

• Personal relevance

• Learning and growth

• Patient benefit

• Fit with the personal, professional and cultural

realities




Adopted from Barry Tomalin, Mike Nicks: The World´s Business Cultures and How to Unlock Them

Used with permission (Cornelia Andriof, Kraft & Partners)

Personal Cultural Profiles Some key points to consider when trying to drive change




Personal Cultural Profile US / D / UK

US D

UK




Direct Indirect

▌ Explicit – gets to the point

▌ Criticizes

▌ Faces disagreement

▌ Addresses issues directly

▌ Circles around the point

▌ Saves face

▌ Avoids disagreement

▌ Addresses issues “sideways”

Where are you on this scale?

1. Communication Style

direct indirect




Formal Informal

▌ Prefers business dress

▌ Uses surnames and titles

▌ Closed door

▌ Prefers more formal style of

speech

▌ Prefers to „dress down‟

▌ Uses first names

▌ Open plan / open door

▌ Prefers more familiar, intimate

style of speech


2. Working Style

formal informal




Fast-moving Slow & measured

▌ Interrupts more

▌ Talks more and quickly

▌ Conversation has to keep

moving

▌ Dislikes silence

▌ Never interrupts

▌ Prefers measured tone and

pace

▌ Pauses are acceptable

▌ Tolerates silence


3. Discussion Style

Fast-moving Slow & measured




II: Personal cultural profile

• Work with the person next to you.

• Please fill out the profile for yourself.

• Review each other's profiles.

• Discuss your similarities and differences.

• How does this insight effect how you work

(communication and interactions) to influence,

overcome bias, drive change?

• 15 minutes.

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