Rational vs emotional aspects of change - Part 1
Maximising the value of the logical and rational change cases
Across most relevant studies its clear that emotional and rational aspects of a change effort play together to ensure successful outcomes: When hearts and minds activate together, momentum is created. While a seemingly very simple message most change efforts lack in either domain, effectively impacting outcomes.
In general terms, larger-scale businesses tend to overemphasise the logical rationale behind the change effort solely due to their tendency to be more professionalised, bureaucratic and business-driven whereas smaller organisations (or indeed, value-driven orgs) tend to drive change more based on what emotions the efforts elicit. As you might well understand, successful change management in the two different contexts hinges on success across both domains.
This post focuses on how to maximise the value of the logical rationale behind change efforts.
The rationale and logic behind a change effort is often a tough challenge to create, seeing as the nitty-gritty of the process sometimes feels as if matters are being overcomplicated (and usually ends up featuring a massive spreadsheet). However, having rigour and sound method behind the business case or opportunity is a very solid investment as it both allows people to understand the value of the change, as well as effectively outlining targets and goals to attain.
The main challenge with getting people on board the logic of the change effort is often about simplifying and “converting” the complex and well thought out materials into much more easy-to-grasp presentations and concepts - Which more often than not is less in the interest of the change managers who are engaged in the full complexity: People, however, need to get a transparent, adapted view of the change targets and rationale, to be able to “get on board” with why the proposed chances are so crucial. It’s easy to think that “oh, if we’re dumbing things down we wont get people to A) Understand the complexity and B) We’d be treating our talented people like kids”.
Let’s get two things straight - Talented people WILL understand the complexity (more often than not, employees and managers don't even NEED to deep dive into business cases - They already know whats up and what's down), rather, what people need is to understand WHY LIKE THIS and WHY NOW, thereby feeling secure in the logic and rationale of the change management effort.
Second, people are busy, and if you do not go the extra mile in making advanced concepts adapted and suited to their available time as well as presented in a way that makes sense, they will just feel as if they are excluded, given that their busy driving value all day.
Success across logical and rational aspects of change management entails adaptation of materials, making complex underlying reasoning adapted to the audience that it impacts. If you find yourself holding the presentations and conversation with those that will be impacted by the change as you do with the people steering it - You’re bound to run into trouble down the line, as people just don't “get” what is a perfectly valid approach. It’s not about underestimating peoples’ ability - Its giving them a chance to engage and contribute.
Thereby, to maximize rational and logical comittment ensure your change effort is supported by:
- An adapted, clear, and smart rationale that details what will happen unless the shift takes place, as well as what the change will lead to in logical terms
- Support this with access to the in-depth stuff for those interested but NEVER put it front and center of the effort (Very few people will request the nitty gritty, they just want to know its there and that they COULD dive into it if they wanted)
- Challenge yourself to make things truly simple - Rarely will something be too simple, rather, people want clarity on process and end-state
