Conceptual Variability in Change Management
Have you ever been listening to a podcast, and you need to stop what you are doing and take notes? That happened to me this weekend while listening to the 'You are Not so Smart' episode called 'What do you mean?' with Celeste Kidd.
Celeste Kidd is a psychologist at Berkeley. She is a cognitive scientist and developmental psychologist well known for researching human curiosity and certainty in how human brains develop knowledge. In the episode, Dr. Kidd discusses her recent article on Latent diversity in human concepts (source). What struck me; "results show at least ten to thirty quantifiably different variants of word meanings exist for even common nouns. Further, people are unaware of this variation and exhibit a strong bias to erroneously believe that other people share their semantics".
If people don't align on the meaning of simple nouns (e.g., cup/bowl), then how or why do we expect that users will understand when we are talking about; scheduling, collaboration, teams, slack, task-tracking, etc.? There are two factors at play, conceptual variability, and latent diversity.
Conceptual Variability
Conceptual variability refers to the differences in understanding, interpretation, and application of concepts among individuals in a group. This variability stems from individual cognitive processes, experiences, and knowledge. In the context of change management, it can lead to communication breakdowns, misunderstandings, and resistance to change, ultimately hindering the success of organizational initiatives.
Latent Diversity
Latent diversity refers to the hidden differences among individuals that can impact how they approach problem-solving, decision-making, and collaboration. These differences may include cognitive styles, values, and mental models, which are not immediately apparent but can surface during team interactions. Recognizing and leveraging latent diversity can lead to improved team performance and more effective change management.
Identification in Teams
To identify conceptual variability and latent diversity within a team, consider the following steps:
Facilitate open discussions: Encourage team members to share their understanding of critical concepts, experiences, and thought processes. This can help reveal areas of conceptual variability and latent diversity. Too often, we create discussion guides that fill the allotted time; we need to leave more space for people to be open and spontaneously share. In a recent project for a university, I was on campus and got to wonder and interact with faculty. I was there to support Microsoft Teams, email, and calendar rollout. When I asked people how they used 'teams,' the answers were all over the spectrum. Some said, "Oh, the phone app," while others had been using it for departmental chat and file sharing. What did "Teams" mean to faculty? I experienced more than 10 and less than 30 variations, making the podcast resonate with me as Dr. Kidd talked about her research.
Use one of the assessment tools, such as personality tests, cognitive style assessments, and value inventories, to help uncover hidden differences among team members. Many business people have taken some assessments in the past, and I keyword-drop them in conversations. It opens the door for others to share theirs if they have taken the Myers-Briggs Type Indicator. For example, "I follow my perceptions of X concept as an ENTP."
Monitor and record the team dynamics: Observe how team members interact, communicate, and collaborate to identify patterns that may suggest underlying conceptual variability or latent diversity. My goto tool is Miro because I can add connectors and post-its at will. Others have found Microsoft Whiteboard and Obsidian helpful in tracking inter-team dynamics.
Strategies
To manage conceptual variability and latent diversity in your teams during periods of technological change, consider the following strategies:
Clear communication: Clearly articulate the change's objectives, expectations, and rationale to minimize misunderstandings and resistance. What feedback loops are in place to understand if the key message is understood? It is much easier to say than to do. In change management, we should learn from marketing and market research for best practices in message testing.
Offer training and support in multiple modes: Provide team members with the necessary resources, training, and support to help them adapt to new technologies and ways of working that they can participate in with their way of learning. Some people prefer live in-person sessions, others like short videos, and others like step-by-step guides.
Encourage collaboration: Foster an environment that values diverse perspectives and encourages team members to share their unique insights and experiences. In this area, I have found that lessons from the world of improve 'yes, and' are great for building off others' ideas and contributions. Another great exercise is, Pass-the-Topic, where you engage the group and ask the participants to restate the goal/process from a different point of view. This is especially useful to get the group to hear how this effort looks from the finance point of view, and operations, sales, etc.
Adapt your style: Recognize that different team members may respond better to different leadership styles. Adapt your approach to accommodate the unique needs and preferences of each individual. I am not saying that you need to become another person, but leading with curiosity and empathy will help you tailor your interactions to align.
Conceptual variability and latent diversity can present challenges and opportunities for organizations undergoing technological change. By recognizing these factors, implementing strategies to mitigate their impact, and harnessing the power of diverse perspectives, you can improve change management efforts and set the stage for long-term success. Remember, it is crucial to understand what your audience is taking away from your communications and the words that you are using.
An excellent lecture on communicating effectively is available on YouTube from Larry McEnerney, Director of the University of Chicago's Writing Program. I love his point, "Stop thinking about rules and start thinking about readers".
