Leveraging network dynamics in change management
I am constantly hearing about 'influencers.' Influencers have large networks, and it is logical that if you can get the influencer to mention/endorse your idea, it will spread faster - by virtue of their extensive network. When we apply this to change management, we look for the influencers within an organization to help us spread the word. During the awareness part of our communications and adoption strategies leveraging influencers makes sense. After all, if people are not aware of the effort, then there is little they can be expected to change. To get people to try the new idea/process/tool, we need to get them further along the ADKAR(f*) [ProSci] journey, which means we need to design experiences that focus on their Desire, Knowledge, and Abilities to make the change.
Why do influencers drive awareness and not change?
Influencers (SMEs, KOLs) are great at amplifying a simple message/concept. Research into networks has revealed that there are two main kinds of connections; these are called; Strong or Weak Ties and Thin or Wide bridges.
Dr. Damon Centola from UPenn explains it well in his book; Change; How to make big things happen - "We can now say with confidence that the crucial networks of social change are not the hub-and-radiating-spoke patterns that surround highly connected "influencers," but rather the interlocking ties that permeate the network periphery. If social change is going to gain traction, it has to start there—among people who face the same choices and challenges that we do, people whose coordination and acceptance form an invisible but essential part of our daily routines. The network periphery is a powerful place. It is where the strong, broad currents of social change take hold and expand."
How do we leverage strong bonds in our companies?
Leveraging strong bonds is where the magic of change agents comes into play. In some corporate cultures, we call them Champions Groups, Evangelists, PowerUsers, or Early Adopters - a rose by any other name. These users bring redundancy to the change effort. "Redundancy will not help to spread the measles. You can't get infected twice—it takes only one contact to do it. But when it comes to a new idea, the experience of being exposed to it from two, three, or four people within your network of strong ties—that changes the idea into a norm. It changes how you think and feel about it. And that is the overlooked power of redundancy." As we design change for firms, we ensure to include several facilitated forums for the staff. These start with our team leading most of the conversation, and then it flips. I flip over the flip.
One of the experiences I love in my work with large enterprises is when we have been facilitating sessions, and someone asks about X tool/process/feature. Their co-workers speak up, explaining the tool/process/feature and how it relates to their department. A rich, detailed conversation emerges, and you can feel the energy. Those are great moments, but how can we measure/quantify the impact? My work focuses on technology changes, so I can pull usage reports and see at a macro level how the efforts of strong ties and redundancy are impacting user adoption.
When developing your change strategies and supporting tactics, leverage the influencers to spread the work and the strong ties to change behaviors.
(f*) the F in ADKAR
Earlier, I referenced an f at the end of ADKAR and wanted to take this time to explain what it means. ProSci is the company behind the ADKAR methodology, and the acronym stands for; Awareness, Desire, Knowledge, Ability, and Reinforcement. In technology changes, we often have to factor in when the users are FORCED to make the change. Most of my projects have an event when an old technology is being removed, or a migration that will move them into a new environment, and users need to be prepared for the event. Steve Dalby has a great podcast, #Office365Distilled, which mixes scotch, and technology. Episode 101 focuses on the approaches to help users when a forcing event needs to be added to the change management efforts.
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