How does Reactance Bias impact our projects?

One of the significant challenges in OCM is dealing with the reactance bias, also known as the "boomerang effect." The reactance bias is a psychological phenomenon where people resist change because they perceive it as threatening their freedom or autonomy. In other words, when individuals feel that their choices or options are limited, they tend to react by asserting their independence, even if it means going against their best interests.

Reactance Bias can impact OCM efforts.

Reactance can manifest in various ways, including resistance to new policies, procedures, technology, or even new leadership. For instance, employees may resist a new technology implementation because they feel that it will limit their ability to do their job, or they may push back against new policies that they believe are unnecessary or too restrictive.

Reactance can also occur when employees feel that their opinions or ideas are not being heard or considered. In such cases, employees may become defensive, disengaged, or even sabotage the change initiative.

Strategies to Deal with the Reactance Bias.

OCM professionals must know the reactance bias and develop strategies to mitigate its impact. There are many ways to deal with it; let us explore three methods that can be effective:

1. Communication and Engagement - Communication is critical in managing reactance. We should involve employees in the change process, provide ample information about the changes, and address their concerns and feedback. This approach helps employees feel valued and heard, increasing their sense of ownership of the change initiative. Including business users in this is important, not just the project, technical, or leadership team members.

2. Empowerment and Autonomy - Involving more people in the process can give employees a sense of control over the change initiative and help reduce their reactance. We can achieve this by involving employees in decision-making, providing training and resources to support the change, and acknowledging their contributions. When starting a new champions or change catalyst group, it is constructive to have the early adopters co-author the charter for the group. After all, they know the interworkings of the departments better than I do, and the process frequently identifies areas that we either needed to learn about or know were as important as they are. Teams are much more open to doing something together rather than having something done to them.

3. Positive Framing and Messaging - Finally, we should frame the change initiative in a positive light, highlighting its benefits and potential opportunities for employees. This approach can help employees see the change as something that can help them rather than something that restricts them. A word of warning; there is a lot of recent research on the post-pandemic always positive messaging. People will not trust you if you over-emphasize the positive and ignore the negative.

Understanding the phenomenon and using effective strategies to manage it can increase the likelihood of success in our change initiatives.

Let me introduce you to some amazing people whom I learn from:

1. Nir Eyal - Author of "Hooked: How to Build Habit-Forming Products" and "Indistractable: How to Control Your Attention and Choose Your Life"

2. Dan Ariely - Professor of Psychology and Behavioral Economics at Duke University, author of "Predictably Irrational" and "The Honest Truth About Dishonesty"

3. Julie Schell - Principal Consultant at Change Management Partners, a consulting firm specializing in organizational change management

4. Wendy Wood - Provost Professor of Psychology and Business at the University of Southern California, author of "Good Habits, Bad Habits: The Science of Making Positive Changes That Stick"

If you want to read more about this, these resources are a great place to start:

1. Reactance Theory: 50 Years Later - A research article on reactance theory, published in the Journal of Personality and Social Psychology.

2. Reactance in Persuasion and Attitude Change - A research article on reactance and persuasion, published in the European Journal of Social Psychology.

3. Reactance and the Dynamics of Disruption - A research paper that explores the relationship between reactance and disruption, published on ResearchGate.

4. The Psychology of Reactance: How to Influence People Without Infuriating Them - An article on reactance and persuasion, published on Decision Lab.

5. Reactance: What It Is and How to Overcome It - An overview of reactance theory and strategies for overcoming it, published on Verywell Mind.