pcmlsb- influencing to change behaviours

8/10/2019 PCMLSB- Influencing to Change Behaviours

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INTERVENTION DEVELOPMENT

-some questions to ponder on

Why design interventions?

To changethe way they think and act (mindset & behaviour).

What must we pay attention to when we design interventions?

-You cant influence persistent and resistant behaviour until youknow the forces driving it, i.e the root causes.

-You must diagnosebefore you can prescribe.


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INFLUENCING TO CHANGE

BEHAVIOURS

Key influencing principles and strategies for changingthe way people think and behave

Copyright 2008 by VitalSmarts, LLC


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Can we influence behaviour change?

70% of change efforts in organizations fail.

Findings in the fields of psychology and sociology

suggested otherwise.- The Influencer methodology references over 5 decades of research onbehaviour change, from social scientists and skilled practitioners whose

influence efforts routinely led to sustainable improvements.

- The same theories and principles have been applied successfully to over 2

dozen organizational projects.


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These people have been able to effect change

solely through their ability to influence human

thought and action

Dr. Mimi Silbert,founder/CEODelancey St.Foundation.

91% of felons/inmates

changed for good after 2years

Dr. MuhammadYunus, Nobel Peace

prize winner &founder of Grameen

Bank.

Helped 7 million people toovercome poverty.

Dr. Wiwat, Ministry ofPublic Health,

Thailand.

Reduced the spread of HIV in

early 90s by over 80% in late90s

Dr. Donald Hopkins,Vice President,

Carter Foundation,Georgia.

Reduced 3.5 million cases ofguinea worm disease in early

90s to only 10,000 by end of2005

Mike Miller, VicePresident of Billing

Systems,

Telecommunicationsindustry

Reduced billing costs by 30%,improved quality by 25% and

increased employeesatisfaction by 20%, all in 9

months.


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Exercise 1.0

Identify a behaviour that you want to change:

a) In yourself, and

b) In others/ someone else

Write this on one post-it note for each behaviour


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Exercise 2.0

One of your employees repeatedly and against

company policy returns from lunch late. This has

been going on for a long time and youve already

talked to him/her about it several times.

Diagnose all the reasons this might be happening .

Write each possible reason you come up with on a

post-it note.


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Pre-conditions to influencing change

In order to improve our existing situation, whatmust people actually do?

What are the specific behaviors you want tochange?

b. Search for VitalBehaviours

Is it worth it?

Can they do it?

c. Change the way peoplethink

(Convince others tochange their minds)

Influence geniuses do not develop an influence strategy until theyve carefullyidentified the specific behaviours they want to change

a. Clear and Compellingchange, with measurableresults

Clarify what you want, why you want it andwhen you want it.


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Remember: Behaviours are actions, not results or qualities

1. Specify the behaviours

-What are the acts, actions or activities you want them to do?

-What acts, actions or activities do want them to stop?


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2. How can I change the way people think?

To influence behaviour change, we need to help others answer only 2 questions

Whats in it for me? How can I benefit?

Will I be able to be cured?

Will it bring me happiness?

WILL IT BE WORTH IT?

(motivation)

Am I able to do it?

Will I be able to cope?

What will happen if I do it?

CAN I DO IT?

(ability)

When we find a way to change how individuals think, theyre well on the way to

changing their behaviour : Influencer, by Patterson, Grenny, Maxfield, McMillan and

Switzler (McGraw Hill 2008)


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Tips on how to convince others to change their

mindsWhen it comes to persistent and/or resistant problems, verbal persuasion rarely works. It

often comes across as nagging or manipulation

Tip #1Nothing changes minds faster like actual real lifeexperience or data

Come up with innovative ways to create the personal experience;otherwise create vicar ious exper iences.

Create the vicarious experience: watching others in action is the nextbest thing to experience some thing on your own.

Tip #2Use stories to help change mindsstories help individuals transport themselves away from the role of a

listener and into the story itself (from critic into the role of participant).


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MAKING CHANGE HAPPEN


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3. Making change

happen.

2. Change theway people think.

1. Search for vitalbehaviours.


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THE FRAMEWORK FOR CHANGE


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How do you go about making change happen ?- Three types of forces influence motivation and ability

MOTIVATION ABILITY

PERSONAL Make theundesirable

desirable

Surpass your limits

SOCIAL Harness peer

pressure

Find strength in

numbers

STRUCTURAL Design rewards

and demand

accountability

Change the

environment

THE SIX SOURCES OF INFLUENCE

FRAMEWORK

Influencer/The Power to Change Anything: Kerry Patterson,

Joseph Grenny, David Maxfield, Ron McMillan and Al Switzler

(McGraw Hill 2008)

1

3

5

2

4

6


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Key questions

MOTIVATION ABILITY

PERSONAL

Make the undesirable desirable Do they hate it?

Do they find meaning in it?

Does it fit into their sense of who they

are and who they want to be?

Surpass your limits I cant

I dontknow how

I never learned that

Nobody ever thought me

I keep trying, but I cant figure it out

SOCIAL

Harness peer pressureAre often people (including me):

Encouraging the right behaviour

Discouraging the wrong behaviour

Find strength in numbersDo others ( including me) provide

(or withold):

Help

Information

Resources

Required, particularly at critical times?

STRUCTURAL

Design rewards and demandaccountabilityNon-human motivators:

Are rewards- pay, promotions,

performance reviews, perks or costs,

encouraging the right behaviours or

discouraging the wrong behaviours?

Change the environmentNon-human enablers:

Does the environment (tools,

facilities, information, reports,

proximity to others, policies, etc)

enable good behaviour or bad?

Are there enough cues and

reminders to help people stay thecourse?

THE SIX SOURCES OF INFLUENCE FRAMEWORK


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THE END


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BACK-UP MATERIAL


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INFLUENCERThe power to change anything

Prologue

How influence affects change and what are its

pre-conditions.

Search for vital behaviours.

Change the way people think.

Making Change Happen

The framework for change


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Can we influence behaviour change?

Organizations have very little to show for lastingchange.- 70% of change efforts fail.

- Based on research, the authors contend that there were embarrassingly few

examples of (organization) leaders who had been successful at influencing

employees to act in new ways.

Findings in the fields of psychology and sociology

suggested otherwise.

-As such the authors referred to over 5 decades of research on behaviourchange, from social scientists and skilled practitioners whose influence efforts

routinely led to sustainable improvements.

- These findings also mirrored the same theories and principles that the authors

had applied when successfully executing influence strategies to over 2 dozen

organizational projects.


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What is an Influencer?

The essence of leadership

An INFLUENCER motivates others to change

An INFLUENCER replaces bad behaviourswith effective new skills

An INFLUENCER makes things happen

Influencer/The Power to Change Anything: Kerry Patterson,

Joseph Grenny, David Maxfield, Ron McMillan and Al Switzler

(McGraw Hill 2008)


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PROLOGUE


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HOW INFLUENCE AFFECTS CHANGE AND

WHAT ARE ITS PRE-CONDITIONS


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SEARCH FOR VITAL BEHAVIOURS


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1. Search for Vital Behaviours

Focus on behaviours, notoutcomes -

Advise people what they areactually supposed to do, and

not just what to achieve.

Identify specific behaviour(s)

for people to enact.

Give special attention to keyhigh leverage behaviours. -

Dont dilute your efforts bygiving equal concentration on

everything.

Study best practices

Learn from influence masterswho have done it successfully

Study positive deviance

Look for people, time or placeswhere you or others dont

experience the sameproblems, and try to determine

the unique behaviours thatmake the difference.

Search for recoverybehaviours

Develop a recovery plan aspeople are going to make

mistakes

Identify crucial moments first if vital behaviours are hard to identify.


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CHANGE THE WAY PEOPLE THINK


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Influence can effect change

INFLUENCE

The ability to change the way people think and behave

Everybody is an influencer -

Its the one job that cuts acrossevery stage of our life.

Its our duty to become good atexerting influence.

Influencing can be learned

Our lack of influence stems fromlack of skill rather than character

flaw/lack of motivation

So what do have to do if we want to influence and change the way people think and

behave?


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People give more credence to a story than

cold hard facts

How stories can captivate a listener

Step 1

Make your listener/readeridentify your character as

someone he knows

Step 2

Arouse the emotions of thelistener/readermake him feel

as if he is a participant of an

exciting drama, rather than as aspectator

LaLajos Egri, creative writing expert


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Why change seems impossible

There is rarely one cause There is a combination of causes

You cant influence persistent and resistant

behaviour until you know the forces driving it

You must diagnose before you can prescribe


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Formulating simple solutions to complex and

persistent problems almost never works

SIMPLISTICINFLUENCEMETHODS

Pass a

law/set uppolicies,

regulations& directives

Threatena

consequence

Restructure/re-

engineer

Conducttraining

programme

All influence/change masters agree that it takes a combination of

strategies aimed at a handful of vital behaviours to solve persistent and

pervasive problems


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Personal motivation -

Make the undesirable desirable

DESIRABL

E- Intrinsic

satisfaction

- They care aboutit

TRY IT,YOULL LIKE

IT

VICARIOUSEXPERIENCE

MAKE IT A GAME

- Turn a chore intoplay

- Keep a score tochart accomplishment

and generatesatisfaction


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What if vital behaviours are still not desirable?

Make it an issue of personal significance

- it defines who they are

- personally defining moment

Engage in moral thinkingmoral quest (Guidant,

medical devices company).


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Engage in moral thinking: Win hearts by

honouring choice.

A change of heart cannot be imposed, it can only be chosen

William Miller

Motivational interviewingreplace judgment with empathy,

and lectures with questions (dont lecture, listen) to gain

commitment. Lessons from Miller/Heath/Graham: when you surrender

control, you win the possibility of influencing even addictive

and highly entrenched behaviours.


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2. Personal ability- Surpass your limits

Demand deliberate practice:

Practice

Break the skill into small parts

Get feedback from a coach Prepare for setbacks

Note: Will power is an ability that can be learned


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3 & 4. Social motivation and ability

3. Harness the power of social pressure by findingstrength in numbers

a) Pave the way / make a difference

b) Enlist the power of those who motivate

Opinion leaders (not innovators)

Formal leaders and neighbours/ colleagues

4. Seek and support of those who enable:

a) 1. The wisdom of crowds

b) 2. Focus group discussions


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5. Structural motivation

5. Ensure that costs and incentives support thedesired behaviours:

a) Use rewards third and in moderation

b) Link rewards to vital behaviours

c) Use rewards that reward


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6. Structural ability

6. Change the environment to make bad behavioursharder and good behaviours easy:

a) Use the power of space

b) Use the power of data and cues

Change the report you routinely view to parallel your goals andvalues

Post visual directions

Place reminders in key spots

c) Use the power of tools

Mechanise difficult work

Reorganise workflow

Update manuals, policies and procedures

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