Our previous post noted that Continuous Improvement involves change and that, in a high percentage of cases, people tend to resist change. A past post also recognized this fact, and shared a popular change management method known as ADKAR, which is an acronym representing five steps for making successful changes:
Despite the hopes of many, simply getting people to “acknowledge” the need for change has not proved to be sufficient for brining about the “desire” to change. Fortunately, there are things that organizational leaders can do to motivate people to accept change or to increase people’s desire to change.
During a recent discussion with Continuous Improvement leaders, various approaches to the motivational component of change management were shared. Some of the key points made include:
- Financial enticements or rewards did not necessarily produce the best results.
- Recognition of desired behaviors exhibited by some can increase motivation for change in others; however, timeliness and making the recognition public are important factors.
- Peer-recognition programs often increase people’s desire to change.
- Communication is a critical component of successful change, and the recommendations for daily conversations about progress and achievement during change initiatives were unanimous.
- Motivation for change is often easier to achieve if leaders shift their focus beyond individual measurement and instead focus on group or system achievements. As Deming said, over 90% of problems are caused by the system not the person.
- Frequent communication about what an organization needs greatly increases the odds that people will be more motivated to implement and accept change.