Unlocking Change: Top Strategies for Lasting Impact

Let’s talk about making business change actually stick, shall we?

There are loads of change theories out there – ADKAR, Lewin, Kotter, to name a few. Plus, a whole heap of business psychology! And when it comes to the world of work, it is difficult to pick the right one for you.

So, I have done some thinking for you – I have merged key themes from business change theories and made the TOP FIVE for making change stick.

Here are some key things to consider when delivering change and where they came from:

1. Rewards (Operant Conditioning & Equity Theory): Individuals are more likely to support change when they perceive a direct benefit or reward. This aligns with operant conditioning, which suggests that behaviour is influenced by consequences, and equity theory, which emphasizes the importance of fair rewards. Ensure that individuals see a clear and tangible benefit from adopting the change.

2. Autonomy (Self-Determination Theory): Empowering individuals by including them in the decision-making process is crucial. Self-Determination Theory (Deci & Ryan) highlights the importance of autonomy in fostering intrinsic motivation. Give people a sense of ownership over the change and allow them to contribute to its implementation.

3. Relatedness (Kotter's 8-Step Model & Social Identity Theory): Creating a shared sense of purpose and building a strong, supportive coalition are essential. Kotter's 8-Step Model and Social Identity Theory provide valuable guidance in this area. Foster a sense of community and shared understanding around the change.

4. Capability (Vroom's Expectancy Theory & Self-Determination Theory): Ensuring that individuals have the necessary skills, knowledge, and resources to succeed is paramount. Vroom's Expectancy Theory suggests that motivation is driven by the belief that effort will lead to performance, and that performance will lead to a desired outcome. SDT also emphasizes the importance of competence in fostering intrinsic motivation. Provide adequate training and support to enable individuals to effectively adopt the change.

5. Contingency/Freezing (Lewin's Change Management Model & ADKAR): Embedding the change into the organisation's processes, culture, and ways of working is critical for long-term sustainability. Lewin's model and ADKAR provide frameworks for solidifying these changes. Integrate the change into existing systems and processes to ensure it becomes a permanent part of the organisation.

Remember, successful change management requires a tailored approach that considers the specific needs of your organisation and its people.

Ultimately, preparing for any significant change requires a proactive and strategic approach. By embracing these change management principles, focusing on continuous learning, and embedding the change into the fabric of the organisation, you can navigate the challenges and seize the opportunities that arise.