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RESET CHANGEthe five dimensions of

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the five dimensions of reset change

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… sometimes referred to as “head”, “heart”, “herd”, “house”, “hour”

ratioemotionsocialenvironmenttiming

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slow thinking

fast thinking

neuroplasticity

(prefrontal) cortexconsciousanalysis

limbic systemunconsciousintuition

intention

situation

change steps1. mindset2. action3. habits

Brain image – Source: Flickr CC, Courtesy: DJ

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dimension 1 - ratio

ratio –people need clarity and

understanding about feasibility, direction,

endpoint and what to do1January 2014

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“head”

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dimension 1 - ratio

well analyzed plans with calculations of risks and financial benefits, cash flow

projections, business cases, business models, strategies, financial budget, skills inventory

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clear goals and strategy

projects and timelines

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dimension 1 - ratio

e.g.

a detailed business model and implementation

milestones can give employees a lot of the

necessary clarity on their personal change journey

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but … people do not change just because they are givenanalysis that shifts their thinking, says john kotter

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traditional change approaches

your traditional change method is probably analytically correct

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the rational is a good starting point, but it is …

R

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the key dimensions of irrational behavior

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… heavily influenced by irrational forces

ratioemotionsocialenvironmenttiming

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so what determines ‘irrational’ ?

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reset your program, project or change management approach

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R

Making your strategy

implementation and

organizational change

approach faster and

easier

E

S

E

T

Insights Quickwins

Newspirit

Groupthink Social contagion Socialgravity

Cravings Newcues

Newhabits

MindsetPhase

Action Phase

HabitPhase

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dimension 2 - emotion

emotion –

people need to feel the confidence that they will be

part of the success2January 2014

… influenced by emotions of individual people

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“heart”

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dimension 2 - emotion

people change what they do, less because they are given analysis that shifts their thinking, than because they are

shown a truth that

influences their feeling

john kotter, harvard university

January 2014

author of ‘the heart of change’

E

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dimension 2 - emotion

hopes, fears and greed of your people,

desire to grow for a better future and

income with the company, fight, flight,

freeze, escape or keep the present

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did you know? e-motion literally means ‘bring into motion’, i.e. cause action

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uncertainty,fear and anxiety

desire, hopeand greed

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dimension 2 - emotion

e.g.

right balance of ‘burning platform’ and ‘good to great’ in

your compelling story will optimize energy and minimize resistance or complacency

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dimension 3 - social

social –

people need social proof of a group that is on the move 3

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… influenced by social forces

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“herd”

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dimension 3 - social

we tend to value analytical over social thinkingthe irony is that human beings are built to mentally ‘reset’ and

see the world socially anytime they enter a new situation

dr. matt lieberman, ucla, los angeles

January 2014

author of ‘social’

S

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dimension 3 - social

hierarchical and natural leadership, groupthink, movement of the

masses, followership, trust, informal powers that block or accelerate change

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hierarchical and natural leadership

social proofand peer pressure

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dimension 3 - social

e.g.social ‘contagion’ is most determined by how

receptive your employees

are in their mind, less by how enthusiast you are as a

leader

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dimension 4 - environment

environment –

people need reinforcing indications and a path that they can follow4

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… influenced by factors in the environment

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“house”

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dimension 4 - environment

a good way to increase people’s

confidence is to remind them of a similar situation in

which everything worked out for the best

dr. richard thaler, university of chicago booth school of business

January 2014

author of ‘nudge’

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dimension 4 - environment

cues, controls and enablers in organization, structures, systems, processes, working environment and incentives acting as

reinforcing nudges to change

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tangiblereinforcing nudges

intangiblereinforcing nudges

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dimension 4 - environment

e.g.new roles with accompanying activities and deadlines in

workflow software can act as a stimulus for employees to

adopt new working habits

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dimension 5 - timing

timing –

people need time to learn and develop the required skills

in order to feel they master the change5

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… and influenced by timing of change activities

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“hour”

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dimension 5 - timingsmart timing of change interventions is probably the

most underestimated tool to speed up organizational change - kees groeneveld, ncm-institute

January 2014

it takes 66 days on average to change a habit, say philippa lally and colleagues …

T innovators

early adopters

early majority

late majority

laggards

day 0 day 18 day 66(average)

day 254

Chan

ge

inte

rven

tion

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dimension 5 - timing

activation of interventions for letting go old habits and creating a new

mindset, change actions and adopting new habits for new excellence

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time to come to actionwith a new mindset

time to adopt new habits

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dimension 5 - timing

e.g.your employees will only self

start to dedicated action to

change when they have developed a positive

mindset to the change journey

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reset change – making change faster and easier

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for fast and easy change all five dimensions are required

R E S E T = no direction

R E S E T = no confidence

R E S E T = no critical mass

R E S E T = no endurance

R E S E T = no speed

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AUTHOR

kees groeneveld, founder of ncm-institute, aims to help organizations implement strategy and organizational change faster and easier

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NCM-institute

office location – amsterdam, europephone – int + 31 – 35 – 628 7197email – info@ncm-i.org

January 2014