Any time you mention a big change or future planning or visioning, there are three main roles that are being played out. Imagine, if you will, a bell curve. As most of you probably know, the bell curve is a type of graph that is used to visualize the distribution of a set of chosen values across a specified group that tend to have a central peak (top of the bell) with low and high extremes tapering off relatively symmetrically on either side. On the vertical axis we have “number of people” and on the horizontal axis we have “support for the change initiative.”
On the right side, all the way over on the supporting change side, we have our Change Champions. Hopefully, all of you! And, hopefully your senior leadership, your board, perhaps your staff and some team captains. Change Champions usually make up about 15% of the total group that you’re looking to attract to the change initiative. Some of these people are fully invested in the specific change initiative, while others love change for change's sake (Originators like we discussed a few posts ago). They are willing, ready and able to support you in the effort.
Over on the left side, all the way over on the non-supporting change side, we have our Resistors or the “Toxic Few.” Many of these people hate change for change's sake, or they just don’t like you, or simply do not agree with the specific change initiative. They will dig in their heels and will not move from that low end of the curve. They also represent about 15% of the total group. Here is the key with this group: they will not change. They have no interest in change and will do everything in their power to derail your change effort. Most important: Do not waste your time on these people. We have a tendency, whether at town board meetings, conference calls, writing Dear Abby columns in the local newspaper, or commenting on community Facebook posts to get into it with these Toxic Few. The expression, “Don’t get into a pissing contest with a skunk” is a good reminder that this is a wasted effort. Remember, these people will never change and will never invest in your idea, vision, organization or community effort. So, stop trying to convince them. They are the Toxic Few (and again, only make up 15%). You have a bigger group to focus on and win over.
In the middle, at the peak of the bell curve we have our Bystanders which represents our largest group at about 60%-70% of the total group. These people are just unsure of the change initiative. They can be swayed either way. They are waiting to be convinced by either side of why either the change will work or why it will not work. You probably experience this everytime Apple or Google comes out with something new. Many of us are Bystanders waiting for the first group to try it out before we go and buy anything. Thank God for Amazon reviews and those brave souls that purchased before we did!
You better believe that the Toxic Few (Resistors) are already trying to convince the Bystanders why police reform won’t work, why replacing the lead lines in the town costs too much money or why switching to a team-based organization won’t work.
The Bystanders are on the proverbial fence and are just waiting to see which side wins.
So, let’s connect a big dot: this is where your Case for Change from last week’s post comes in. The race is on when we initiate change to get these Bystanders over to the positive side of change. However, without the Case for Change and a clear and compelling Vision, we have little to convince the Bystanders other than a few first, fumbling steps in the direction of change. I’m sure you’re familiar with those teams or committees that fail to accomplish anything, lack direction or a vision or goals, and then the Toxic Few come in and call out the group for a lack of progress and focus. The Toxic Few in this scenario eventually win the war on the change initiative and it fails. It doesn’t take long for the Resistors to point out the negatives and win the Bystanders over.
Remember, people are more persuaded by loss than they are by gain. The Toxic Few speak of fear and what we will lose. The Change Champions speak of hope and opportunity and what we will gain. Research has proven again and again that fear will always trump opportunity especially if hope and opportunity hasn’t received the proper preparation. We need to be smart with our hope and opportunity.
John Kotter and Leonard A. Schlesinger wrote in Harvard Business Review, “All people who are affected by change experience some emotional turmoil. Even changes that appear to be ‘positive’ or ‘rational’ involve loss and uncertainty. Nevertheless, for a number of different reasons, individuals or groups can react differently to - from passively resisting it, to aggressively trying to undermine it, to sincerely embracing it.”
As we implement the Change Formula (DxVxF>R), using our Case for Change and understanding the Bell Curve of Change, we are creating the sincerity to embrace the change.