People love to have their say. It's a fundamental human desire to be heard, understood, and validated. Whether it's a casual conversation with a friend, a heated debate on social media, or an industry survey about the challenges and priorities in change management, we all appreciate the opportunity to express our opinions and perspectives. In this post we look at why we feel so strongly about having our say, and the implications of this for change management.
But why do we feel so strongly about having our say?
Imagine you have been working on a new idea for weeks. You've poured your heart and soul into it, staying late nights and sacrificing weekends. When it comes time to present your idea to the team, you're met with a wave of criticism. Disappointed and discouraged, you're thinking about giving up. But then your boss asks you to debrief about the feedback. Having been asked for your further input, you feel a surge of energy. You get to explain again your idea and vision, defend your choices, and even suggest some modifications based on the team's comments. You're now more likely to be successful because having a voice in the process made all the difference between your engagement following the team meeting compared to your engagement levels following the debrief with your boss.
Self-Expression: Sharing our thoughts and feelings allows us to express our individuality and define ourselves.
Social Connection: Engaging in discussions helps us connect with others, build relationships, and feel a sense of belonging.
Influence and Impact: By voicing our opinions, we can influence decisions, shape public discourse, and make a difference in the world.
Cognitive Benefits: Articulating our thoughts can help us clarify our own thinking, identify potential flaws in our arguments, and develop more nuanced perspectives.
In our scenario you were able to define your own views on the team's feedback rather than leaving their criticisms as the last word; you felt more connected with your boss and your team because - despite there being disagreements - your ideas were still valued; you were able to shape the activities of the team by presenting your ideas; and you were able to improve your ideas after presenting them to the team in preparation for debriefing with your boss.
How Does This Relate to Change Management?
Understanding the human desire to have a say is crucial for effective change management. When people feel heard and valued, they are more likely to embrace change and actively participate in the process.
When we listen to an expert, we often feel a sense of awe and respect. We're absorbing knowledge, gaining new insights, and expanding our understanding of the world. This passive role can be both humbling and empowering, as we recognise the limits of our own knowledge and appreciate the expertise of others. However, when we share our own experiences, we often feel a heightened sense of engagement and purpose. We're actively participating in the conversation, connecting with others on a personal level, and potentially influencing their perspectives. This active role can be incredibly satisfying, as it allows us to validate our own experiences and contribute to the collective understanding.
Here are some quick tips you can use to include the human desire to be heard in the management of change:
Active Listening:
Pay Attention: Give your team members, stakeholders and colleagues your undivided attention when they speak.
Reflect and Clarify: Paraphrase their thoughts to ensure understanding.
Validate Feelings: Acknowledge their emotions, even if you don't agree with their opinions.
Create Safe Spaces for Dialogue:
Foster Openness: Encourage honest and respectful communication.
Minimise Judgment: Create a non-judgmental environment where people feel comfortable sharing their ideas.
Facilitate Constructive Debate: Encourage respectful disagreement and challenge assumptions.
Involve People in the Change Process:
Seek Input: Ask for feedback and suggestions from team members.
Empower Participation: Give people a sense of ownership and control over the change process.
Recognise Contributions: Acknowledge and reward the efforts of individuals who contribute to the change.
Communicate Effectively and Frequently:
Be Transparent: Share information openly and honestly.
Use Multiple Channels: Tailor your communication to different audiences and preferences.
Listen Actively to Feedback: Use feedback to refine your communication strategy.
Having Our Say: Implications for Change Management
Resistance to change often stems from fear of the unknown, a lack of understanding, or a feeling of being overlooked. By actively listening to people's concerns and inviting them to share their perspectives, we can transform this resistance into buy-in. When individuals feel heard, valued and taken seriously, they are more likely to embrace change, offer constructive feedback, and actively participate in the process. This collaborative approach not only mitigates resistance but also fosters a sense of ownership that empowers individuals to contribute to the success of the change initiative.
By understanding the psychology behind the human desire to have a say, you can focus on change management strategies that foster engagement, buy-in, and ultimately, successful change. For questions and more information, book a briefing.
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