SlideShare a Scribd company logo
1 of 7
Download to read offline
1 | P a g e
Not whether, but Yes: Gaining
Buy-in Commitment in
Organization
Abstract: Companies realize without emotional
commitment, even the most brilliant strategies will fail.
To attain any change, people must not only accept
and agree with the strategy, they must buy into it. In
this paper, Browne & Mohan consultant share a six
stage empirical model of commitment buy-in.
Ashwini K S
Images courtesy of original copyright owners
2 | P a g e
Introduction
Buying commitment is a challenge companies face at several fronts. Management persuading a
capable yet reluctant associate for a larger role or cajoling group of dissidents to adopt much
required change program or an independent board member pushing the case of younger and
competent daughter for succession against elder son in family business or an ethics committee
asking an errant senior employee recalcitrant to consider an honourable exit are some examples
wherein parties have to debate, negotiate and reach a considered outcomes. Buy in commitment
is a multi-stage process where in doubts, apprehensions, fear and resistance of a party has to be
rightly addressed and replaced by desirable, applicable and practical solutions. Here we are not
talking about the Meyer and Allen (1991) models of organizational commitment of the individual
and its major components (affective, continuous and normative). What we are addressing is the
process of emotional commitment an employee undergoes in listening, considering and adopting
to implement a new strategy. To attain this dramatic change of attitude to occur, people must not
only accept and agree with the strategy, they must buy into it. Without emotional commitment,
even the most brilliant strategies will fail. Once an employee is assessed as a the probable
candidate to dawn the new role, what is the best approach to gain acceptance, support and
commitment of an associate? Based on our experience we propose a six stage model for
employee commitment buying process. The process includes Goal Enumeration, Assessment,
Alignment, Reiteration, and Formalization.
Goal Enumeration
Once the employee is identified, his/her manager may provide bird eye view of the organization’s
goals, and immediate concerns, and different team members strengths that are required to reach
the goals. The objective of the session is to enumerate the immediate future, how the individual
can contribute to the cause and what would be the impact on organizational, team and individual
level. The employee is involved in ideation of the goal, the impact it would create at different
levels in the organization and the individual’s personal life and what resources may be required at
each level.
The dynamics of this stage are similar to “broaden & build theory” and “positivity resonance
theory” of Fredrickson. Here manager follows a positive approach to broaden the associate’s
awareness and also to help him to build useful resources like skills, knowledge and productive
relationships needed to achieve the desired goal. These resources in turn encourage associate’s
creative potential and enhance resilience. By following the positive resonance theory, a manager
can be successful in eliciting a positive response and mutual care in-between the manager and
the associate. The interpersonal exchange of positivity combined with bio-behavioural synchrony
3 | P a g e
(imitation of body language) in-between the manager and the associate elicits a tinge of
commitment in the associate.
Before initiating the conversation, manager should simulate the discussion and rephrase the
communication. Manager’s only focus should be on strength, latent potential and how to fuel it.
Communication is selective; articulation is directed laden with vibrant imagery. Positive emotion
and sense of excitation changes the individual’s conscious and unconscious drives for better long-
term outcomes. The whole process of this stage should be handled by the manager where
assessment is carried out by manager himself and is not shared with the associate. He also should
selectively ignore the weaknesses of the associate in this stage. Manager should also deliberately
plant the ideas, goals and desires in the associates mind in this early stage in order to achieve the
desired target.
In contrast, associate, at first may be resistant to the new windows of responsibility and
opportunity. Associate may traverse initially through a ground of suspicion uncertain and unsure
about the conversation. Later the associate may be grasped by flight or fight tendency. Once the
ruffled suspicions are smoothened by positively directed information transfer from the superior,
he/she may feel pride of his/her recognition and open to reassesses the significance and impact
of the conversation around him/her. Hence, it is important for the manager to lace the
conversation with positivity, after which, associate starts to listen and agrees to participate in the
conversation. At this stage, manager may have to prepare to elicit a sense of excitement, direct
the associate towards the goal using a positive approach and grasp associate’s attention, thaw any
apprehension, reduce uncertainty and set towards acceptance and open to consideration.
Assessment
Next stage is role visualization and capability assessment. The manager and the associate dwell
deeper into the roles. The manager innocuously steers the discussions towards individual’s
assessment of his strengths, capabilities and gaps. The dynamics of this stage are parallel to
“Framing in Negotiation” and Framing theory” where the manager directs the flow based on a
certain frame that of allows for self-evaluation without the burden of guilt and incapability.
Communications are deliberate; “frame” based thus allowing ruminations in a collaborative,
unconstrained environment, devoid of third party influence, bias and fear. Evaluations are
deliberated towards role rather than a person. Also, manager influences subsequent judgment
where he organizes and tailors information to fit into the situation. He not only contains the
information the associate receives, he will constraint it as well. The main intention of this stage is to
alter the preconceived notion of the associate where manager and associate collaborate for an
agreement of roles, activities, responsibilities and also assess the available resources. Manager and
associate confer and jointly take decisions.
Associate, in this stage tends to develop adaptive behaviour which is predominantly based on the
“super-ordinate co-ordination theory of positivity” where, emotions are high level of cognitive
4 | P a g e
programmes which activates the most useful mental and physical state needed at any situation
resulting in the adaptive behaviour of the individual which influences the individual’s decision
making ability. Hence, manager should ensure that he elicits the right kind of excitement and
emotion in the associate. A manager in this stage is required to create a curative collaborated
platform where he can direct the discussion and he should majorly emphasize on positive aspects
of the goal, role and the individual. He should provide the associate with the broad visualization of
objects and options. He should appreciate the inputs provided by the associate, should fill the
gaps, rate the options available and lead towards approval. Another main objective of this stage is
to deliberately shift internal assessment to the associate from the manager. Here, associate
understands his own weaknesses and the needs for improvement. In order to do so, associate
pushes himself to offer creative solutions and enhances his ability to provide free flow of
suggestions which elicits a sense of importance intrinsically within the associate.
At this juncture, associate follows an “upward spiral theory” of Fredrickson, where he, at first is
reluctant towards the idea or the goal. Then he carries an evaluation of self and requirements of
the role. Self evaluation is followed by recognition of strengths where the associate recognizes his
strengths and areas of expertise. This in turn is followed by preparedness where the associate
invests his time and energy to not only assess his weaknesses and areas of improvement but also
on grooming himself for the role. And finally, the associate accepts the role and inculcates the
“Can Do” attitude towards the role. Hence, by the end of this stage, associates, conform to
manager’s viewpoints, exhibits slight desire towards reaching the goal, and accepts the veracity
and moves on to the next stage.
Alignment
Subsequent stage after assessment is alignment, wherein the manager discusses how the
individual can contribute to the organizational goal, fitment of the job, role requirements and
capabilities. Manager emphasizes the latent capabilities of the employee, reposes confidence in
the ability to catch up and expands the role horizon of the employee. The discussion would be
open, and transparent to discuss the role expectations, how the role dimensions would impact the
short term and medium term, what may be the training and skills sets and sharing of
apprehension and experiences. Manager proposes a deliberate break of days to allow the
employee to do introspection in-order to help him/her in decision making and avoid confusion or
error, carry out minor changes towards the goals and receive internal and external validation of
the transformation. External validation and internal acceptance by the associate is the main
purpose of this stage. Associate not only self-assesses, he also collates the available information
and consolidates them to achieve the required objective. Here associate tends to exhibit
obedience behaviour where he/she follows the orders given by the manager.
The dynamics of this stage is chiefly based on the Self-Other Overlap concept where the associate
understands another person’s perspective and empathizes with them through the following steps,
5 | P a g e
where, at first he evaluates himself and then he carries an evaluation of others as well, which is
then, followed by a process of triangulation where he collates the perspectives of not only his but
another person’s perspectives and the organizational expectations. Then he reconfirms his
decisions and reaches the final stage of affirmation where the associate move towards declaring
his/her commitment towards the role. This stage concludes when associate expresses obedient
behaviour, follows orders and carries self-assessment.
Reiteration
Once the associate declares his/her commitment towards the role, manager and the associate
meet up to recapture the goals, the activities that may be required at organizational, and team
level to drive the performance and the individual contributions. Manager digs deeper into the
change attempts made by the associate, and appreciates all achievements, however minor they
may be. Manager’s focus would be to emphasize the value, the associate can bring to the goals
and what would be the changes the role mandates. He also makes the employee reassess
oneself to own possibilities of attaining the desired goals and activities. He repaints employee’s
motivation to own and drive the desired goal. Once the associate is convinced, the duo needs to
revisit the drawing board to evaluate the fitment of schemata, assets, resources, roles and acts. In
this stage, manager refines and repaints organizational, team and individual goals and describes
the best suitable approach for the individual.
The main intention of this stage is to move towards formalization of the process model. This is a
stage of reconfiguration of schemata, assets, resources, roles, actions and activities of an individual
and the organization. In order to reach the final objective of reconfiguration, manager follows a
process which involves visualization, configuration, evaluation of fitment and finally
reconfiguration. Initially, manager revisits the goal with the associate and together they visualize.
Once the goal has been visualized, associate and the manager constitute their process and
together evaluate the best strategies and activities to be followed in order to fulfill the preferred
ambition. In this stage, again, manager deliberately plants ideas and desires in the associate’s
mind. And finally, together they reconfigure their strategies and activities right from individual
roles, organizational roles and schemata. Also, contextual assessment is carried out by the
manager in this stage. Associate in this stage possess the suitable skills, capabilities and roadmap
to achieve the desired goal. He also exhibits self-motivated and superfluous behavior to progress
towards the ambition. He then displays commitment towards the goal and organization at large.
Formalization
The final stage is commitment formalization stage where, goals at various levels are tied, action
plans are discussed and detailed, training and support are documented, platforms for information
sharing and support are detailed and review mechanisms are accepted. Formalization stage must
ensure while the outcomes are important, the pace and tactics are owned by the associate, there
6 | P a g e
is plenty of room for failures and learn without stigma so that continuity commitment is not
affected. Formalization stage must also detail informal self-review mechanisms where the
individual can elicit the feedback, discuss, digest and push the agenda of improvement by
themselves.
Manager in this stage formalizes normative activities and behaviour where he highlights an
individual’s ownership and outcomes, while, an associate highlights individual roles, activities and
paths. Manager should also help to codify the approach, investment, activities and actions
whereas associate controls and reviews time-wise investments and action plans to attain the goal.
Associate in this stage is compelled and displays persistence in attaining the desired goal as well
as he strengthens his commitment towards the goal and organization at large. Table 1 presents
the dynamics of each side, expectations and desired outcomes from organizational point of view.
Table 1: Dynamics and desired outcomes at various stages
Conclusion
Buy-in commitment is an integrative process. Organizations should invest sufficient time and effort
to address biases and perceptions so that buy-in is complete. Managers need to plan and prepare
themselves to align their communication and influence strategy with underlying dynamics at each
stage. Dry runs, prior to planning sessions help in sharpening the engagement process. Finally, the
managers must realize the whole process has to be fair, inclusive and outcome driven
7 | P a g e
Bibliography
Alexander E R, Inter organizational Coordination: Theory and Practice, Journal of Planning Literature May
1993 vol. 7 no. 4 328-343
Bowles, S, C.J.L. Cunningham, G.M. De La Rosa and Picano, J (2007), Coaching leaders in middle and
executive management: Goals, performance and buy-in, Leadership & Organization Development Journal,
28, 5, 388-408.
Dimatteo B C., 2006, Get employee buy-in for your vision, Worcester Business Journal, March 20.
Fredrickson B L., 2001 The role of positive emotions in positive psychology: The broaden-and-build theory
of positive emotions, American Psychologist, Vol 56(3), March, 218-226.
Fredrickson B L, 2001 The broaden–and–build theory of positive emotions, Philosophical transactions of the
Royal society B, Published 29 September. DOI: 10.1098/rstb.2004.1512
Janssen J, 2014 The Commitment Continuum System, Winning the Mental Game, First edition, January,,
ISBN-13: 978-1892882448
Klein H J, Becker T E, and Meyer J P, 2009, Commitment in Organizations: Accumulated Wisdom and New
Directions, Publication of the Society of Industrial and Organizational Psychology, Taylor and Francis group
LLC, Routledge, New York
Meyer J. P. and Allen N., 1991 A Three-Component Model Conceptualization of Organizational
Commitment, March, Human Resource Management Review Vol. 1(1):61-89
Nelson, T. E., Oxley Z. M., and Clawson R. A, 1997. “Toward a psychology of framing effects.” Political
Behavior, 19: 221-246.
Levenson, R.W. 1994. Human emotions: A functional view: in K.P. Ekman and R.J.Davidson (Eds), The nature
of emotion: Fundamental questions, Oxford University Press, New York.
Plutchik, R . 1980. Emotion: A psychobioevolutionary synthesis. New York, Harper Business
Tooby, J., and Cosmides, L. 1990. The past explains the present: Emotional adaptations and the structure of
ancestral environments. Ethology and Sociobiology, 11, 374 to 424.
Browne & Mohan insights are general in nature and are not
refereed papers. These are knowledge sharing documents based on
cumulative experience of consultants.
© Browne & Mohan 2016. All rights reserved Printed in India

More Related Content

What's hot

13 lessons for sme business transformation
13 lessons for sme business transformation13 lessons for sme business transformation
13 lessons for sme business transformationBrowne & Mohan
 
Family business transformation
Family business transformationFamily business transformation
Family business transformationBrowne & Mohan
 
The Culture Secret
The Culture SecretThe Culture Secret
The Culture SecretGMR Group
 
Place where you would love to work!
Place where you would love to work!Place where you would love to work!
Place where you would love to work!Browne & Mohan
 
When leadership skills and characteristics are compared in the private and pu...
When leadership skills and characteristics are compared in the private and pu...When leadership skills and characteristics are compared in the private and pu...
When leadership skills and characteristics are compared in the private and pu...Suresh Iyer
 
Performance Measurement in NGOs
Performance Measurement in NGOsPerformance Measurement in NGOs
Performance Measurement in NGOsBrowne & Mohan
 
7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcm7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcmBudhi Arnanto
 
360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...Browne & Mohan
 
Employee Engagement White Paper by 360Solutions
Employee Engagement White Paper by 360SolutionsEmployee Engagement White Paper by 360Solutions
Employee Engagement White Paper by 360SolutionsElizabeth Lupfer
 
Managing Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard TimesManaging Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard TimesMarc-Olivier Arnold
 
Transforming UAE family business
Transforming UAE family businessTransforming UAE family business
Transforming UAE family businessBrowne & Mohan
 
Essentials of Mergers, Acquisitions and Joint Ventures
Essentials of Mergers, Acquisitions and Joint VenturesEssentials of Mergers, Acquisitions and Joint Ventures
Essentials of Mergers, Acquisitions and Joint VenturesLynn Schuster
 
Unleashing growth in trading companies
Unleashing growth in trading companiesUnleashing growth in trading companies
Unleashing growth in trading companiesBrowne & Mohan
 
Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
 
Develop your organisations talent
Develop your organisations talentDevelop your organisations talent
Develop your organisations talentDaniela Rubio Rius
 
Resuscitating a stale service brand
Resuscitating a stale service brandResuscitating a stale service brand
Resuscitating a stale service brandBrowne & Mohan
 
002 Engagement Strategy
002 Engagement Strategy002 Engagement Strategy
002 Engagement StrategySimon Penny
 
W2O Group Function Optimization 2014 report
W2O Group Function Optimization 2014 reportW2O Group Function Optimization 2014 report
W2O Group Function Optimization 2014 reportW2O Group
 

What's hot (20)

13 lessons for sme business transformation
13 lessons for sme business transformation13 lessons for sme business transformation
13 lessons for sme business transformation
 
Family business transformation
Family business transformationFamily business transformation
Family business transformation
 
The Culture Secret
The Culture SecretThe Culture Secret
The Culture Secret
 
Place where you would love to work!
Place where you would love to work!Place where you would love to work!
Place where you would love to work!
 
When leadership skills and characteristics are compared in the private and pu...
When leadership skills and characteristics are compared in the private and pu...When leadership skills and characteristics are compared in the private and pu...
When leadership skills and characteristics are compared in the private and pu...
 
Performance Measurement in NGOs
Performance Measurement in NGOsPerformance Measurement in NGOs
Performance Measurement in NGOs
 
The Reinvention of Performance Management
The Reinvention of  Performance ManagementThe Reinvention of  Performance Management
The Reinvention of Performance Management
 
7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcm7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcm
 
360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...
 
Employee Engagement White Paper by 360Solutions
Employee Engagement White Paper by 360SolutionsEmployee Engagement White Paper by 360Solutions
Employee Engagement White Paper by 360Solutions
 
Managing Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard TimesManaging Your Brand And Corporate Reputation During Hard Times
Managing Your Brand And Corporate Reputation During Hard Times
 
Transforming UAE family business
Transforming UAE family businessTransforming UAE family business
Transforming UAE family business
 
Essentials of Mergers, Acquisitions and Joint Ventures
Essentials of Mergers, Acquisitions and Joint VenturesEssentials of Mergers, Acquisitions and Joint Ventures
Essentials of Mergers, Acquisitions and Joint Ventures
 
Unleashing growth in trading companies
Unleashing growth in trading companiesUnleashing growth in trading companies
Unleashing growth in trading companies
 
Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...
 
Develop your organisations talent
Develop your organisations talentDevelop your organisations talent
Develop your organisations talent
 
Resuscitating a stale service brand
Resuscitating a stale service brandResuscitating a stale service brand
Resuscitating a stale service brand
 
002 Engagement Strategy
002 Engagement Strategy002 Engagement Strategy
002 Engagement Strategy
 
C. Management # 02
C. Management # 02C. Management # 02
C. Management # 02
 
W2O Group Function Optimization 2014 report
W2O Group Function Optimization 2014 reportW2O Group Function Optimization 2014 report
W2O Group Function Optimization 2014 report
 

Similar to Gaining Buy-in Commitment in Organization

HARMONIOUS-RELATIONSHIPS_Kris-Rodriguez
HARMONIOUS-RELATIONSHIPS_Kris-RodriguezHARMONIOUS-RELATIONSHIPS_Kris-Rodriguez
HARMONIOUS-RELATIONSHIPS_Kris-RodriguezKris Rodriguez
 
Total Quality Management
Total Quality ManagementTotal Quality Management
Total Quality ManagementAneel Raza
 
Interview with Melinda Emerson
Interview with Melinda EmersonInterview with Melinda Emerson
Interview with Melinda EmersonMiguel A. de Jesus
 
How To Use Assessment for Executive Hire
How To Use Assessment for Executive HireHow To Use Assessment for Executive Hire
How To Use Assessment for Executive HireWorkforce Group
 
Directing_2011
Directing_2011Directing_2011
Directing_2011xtrm nurse
 
childcare Assignment.docx
childcare Assignment.docxchildcare Assignment.docx
childcare Assignment.docxsdfghj21
 
Ob unit-v- Osmania University Syllabus- BBA-1st Year
Ob unit-v- Osmania University Syllabus- BBA-1st YearOb unit-v- Osmania University Syllabus- BBA-1st Year
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
 
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITYORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITYBalasri Kamarapu
 
Business Development Associate Transition
Business Development Associate TransitionBusiness Development Associate Transition
Business Development Associate TransitionDeanne Taenzer
 
Ourcome1 project team management
Ourcome1  project team managementOurcome1  project team management
Ourcome1 project team managementNader Jarmooz
 
David dehaven - developing leadership style for an effective outcome
David dehaven - developing leadership style for an effective outcomeDavid dehaven - developing leadership style for an effective outcome
David dehaven - developing leadership style for an effective outcomeDavidDehaven4
 
Chapter 9 Mananging Careers.ppt
Chapter 9 Mananging Careers.pptChapter 9 Mananging Careers.ppt
Chapter 9 Mananging Careers.pptAhmedAwad296819
 
MSL 665Coaching & Conflict Resolution Belhaven Univers.docx
MSL 665Coaching & Conflict Resolution Belhaven Univers.docxMSL 665Coaching & Conflict Resolution Belhaven Univers.docx
MSL 665Coaching & Conflict Resolution Belhaven Univers.docxroushhsiu
 
The passage underscores the importance of goal setting in organizations.docx
The passage underscores the importance of goal setting in organizations.docxThe passage underscores the importance of goal setting in organizations.docx
The passage underscores the importance of goal setting in organizations.docxssuser4a14dc
 
Implementing Strategy Develops Leaders
Implementing Strategy Develops LeadersImplementing Strategy Develops Leaders
Implementing Strategy Develops Leadersbrianshepherd
 
Personal Development And Hr
Personal Development And HrPersonal Development And Hr
Personal Development And HrPamela Wright
 

Similar to Gaining Buy-in Commitment in Organization (20)

HARMONIOUS-RELATIONSHIPS_Kris-Rodriguez
HARMONIOUS-RELATIONSHIPS_Kris-RodriguezHARMONIOUS-RELATIONSHIPS_Kris-Rodriguez
HARMONIOUS-RELATIONSHIPS_Kris-Rodriguez
 
Total Quality Management
Total Quality ManagementTotal Quality Management
Total Quality Management
 
Interview with Melinda Emerson
Interview with Melinda EmersonInterview with Melinda Emerson
Interview with Melinda Emerson
 
How To Use Assessment for Executive Hire
How To Use Assessment for Executive HireHow To Use Assessment for Executive Hire
How To Use Assessment for Executive Hire
 
Using Assessments for Coaching
Using Assessments for CoachingUsing Assessments for Coaching
Using Assessments for Coaching
 
Using Assessments for Coaching
Using Assessments for CoachingUsing Assessments for Coaching
Using Assessments for Coaching
 
Directing_2011
Directing_2011Directing_2011
Directing_2011
 
childcare Assignment.docx
childcare Assignment.docxchildcare Assignment.docx
childcare Assignment.docx
 
Ob unit-v- Osmania University Syllabus- BBA-1st Year
Ob unit-v- Osmania University Syllabus- BBA-1st YearOb unit-v- Osmania University Syllabus- BBA-1st Year
Ob unit-v- Osmania University Syllabus- BBA-1st Year
 
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITYORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY
 
Business Development Associate Transition
Business Development Associate TransitionBusiness Development Associate Transition
Business Development Associate Transition
 
Ourcome1 project team management
Ourcome1  project team managementOurcome1  project team management
Ourcome1 project team management
 
David dehaven - developing leadership style for an effective outcome
David dehaven - developing leadership style for an effective outcomeDavid dehaven - developing leadership style for an effective outcome
David dehaven - developing leadership style for an effective outcome
 
Chapter 9 Mananging Careers.ppt
Chapter 9 Mananging Careers.pptChapter 9 Mananging Careers.ppt
Chapter 9 Mananging Careers.ppt
 
Empower
EmpowerEmpower
Empower
 
MSL 665Coaching & Conflict Resolution Belhaven Univers.docx
MSL 665Coaching & Conflict Resolution Belhaven Univers.docxMSL 665Coaching & Conflict Resolution Belhaven Univers.docx
MSL 665Coaching & Conflict Resolution Belhaven Univers.docx
 
The passage underscores the importance of goal setting in organizations.docx
The passage underscores the importance of goal setting in organizations.docxThe passage underscores the importance of goal setting in organizations.docx
The passage underscores the importance of goal setting in organizations.docx
 
Implementing Strategy Develops Leaders
Implementing Strategy Develops LeadersImplementing Strategy Develops Leaders
Implementing Strategy Develops Leaders
 
Performance management cycle
Performance management cyclePerformance management cycle
Performance management cycle
 
Personal Development And Hr
Personal Development And HrPersonal Development And Hr
Personal Development And Hr
 

More from Browne & Mohan

Rewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of workRewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of workBrowne & Mohan
 
Building resilient family business
Building resilient family businessBuilding resilient family business
Building resilient family businessBrowne & Mohan
 
Internal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governananceInternal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governananceBrowne & Mohan
 
How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches Browne & Mohan
 
How to build and grow AI startups
How to build and grow AI  startupsHow to build and grow AI  startups
How to build and grow AI startupsBrowne & Mohan
 
A sumpsimus approach to Skill India
A sumpsimus approach to Skill IndiaA sumpsimus approach to Skill India
A sumpsimus approach to Skill IndiaBrowne & Mohan
 
No branding principles
No branding principlesNo branding principles
No branding principlesBrowne & Mohan
 
Making marketing work!
Making marketing work!Making marketing work!
Making marketing work!Browne & Mohan
 
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Browne & Mohan
 
Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...Browne & Mohan
 
Building a strong sales operation centre
Building a strong sales operation centreBuilding a strong sales operation centre
Building a strong sales operation centreBrowne & Mohan
 
Internal branding: have you got it right?
Internal branding: have you got it right?Internal branding: have you got it right?
Internal branding: have you got it right?Browne & Mohan
 
Rewiring marketing: a practice based approach
Rewiring marketing: a practice based approachRewiring marketing: a practice based approach
Rewiring marketing: a practice based approachBrowne & Mohan
 
Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement Browne & Mohan
 
Rewiring sales organization for growth and scale
Rewiring sales organization for growth and scaleRewiring sales organization for growth and scale
Rewiring sales organization for growth and scaleBrowne & Mohan
 
Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership Browne & Mohan
 
How to conduct an Aftermarket audit
How to conduct an Aftermarket auditHow to conduct an Aftermarket audit
How to conduct an Aftermarket auditBrowne & Mohan
 
Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
 
Governance mechanisms that work in a family business
Governance mechanisms that work in a family businessGovernance mechanisms that work in a family business
Governance mechanisms that work in a family businessBrowne & Mohan
 

More from Browne & Mohan (20)

Rewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of workRewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of work
 
Building resilient family business
Building resilient family businessBuilding resilient family business
Building resilient family business
 
Internal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governananceInternal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governanance
 
How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches
 
How to build and grow AI startups
How to build and grow AI  startupsHow to build and grow AI  startups
How to build and grow AI startups
 
A sumpsimus approach to Skill India
A sumpsimus approach to Skill IndiaA sumpsimus approach to Skill India
A sumpsimus approach to Skill India
 
No branding principles
No branding principlesNo branding principles
No branding principles
 
Common hero Branding
Common hero BrandingCommon hero Branding
Common hero Branding
 
Making marketing work!
Making marketing work!Making marketing work!
Making marketing work!
 
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
 
Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...
 
Building a strong sales operation centre
Building a strong sales operation centreBuilding a strong sales operation centre
Building a strong sales operation centre
 
Internal branding: have you got it right?
Internal branding: have you got it right?Internal branding: have you got it right?
Internal branding: have you got it right?
 
Rewiring marketing: a practice based approach
Rewiring marketing: a practice based approachRewiring marketing: a practice based approach
Rewiring marketing: a practice based approach
 
Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement
 
Rewiring sales organization for growth and scale
Rewiring sales organization for growth and scaleRewiring sales organization for growth and scale
Rewiring sales organization for growth and scale
 
Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership
 
How to conduct an Aftermarket audit
How to conduct an Aftermarket auditHow to conduct an Aftermarket audit
How to conduct an Aftermarket audit
 
Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...
 
Governance mechanisms that work in a family business
Governance mechanisms that work in a family businessGovernance mechanisms that work in a family business
Governance mechanisms that work in a family business
 

Recently uploaded

Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 

Recently uploaded (20)

Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 

Gaining Buy-in Commitment in Organization

  • 1. 1 | P a g e Not whether, but Yes: Gaining Buy-in Commitment in Organization Abstract: Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in. Ashwini K S Images courtesy of original copyright owners
  • 2. 2 | P a g e Introduction Buying commitment is a challenge companies face at several fronts. Management persuading a capable yet reluctant associate for a larger role or cajoling group of dissidents to adopt much required change program or an independent board member pushing the case of younger and competent daughter for succession against elder son in family business or an ethics committee asking an errant senior employee recalcitrant to consider an honourable exit are some examples wherein parties have to debate, negotiate and reach a considered outcomes. Buy in commitment is a multi-stage process where in doubts, apprehensions, fear and resistance of a party has to be rightly addressed and replaced by desirable, applicable and practical solutions. Here we are not talking about the Meyer and Allen (1991) models of organizational commitment of the individual and its major components (affective, continuous and normative). What we are addressing is the process of emotional commitment an employee undergoes in listening, considering and adopting to implement a new strategy. To attain this dramatic change of attitude to occur, people must not only accept and agree with the strategy, they must buy into it. Without emotional commitment, even the most brilliant strategies will fail. Once an employee is assessed as a the probable candidate to dawn the new role, what is the best approach to gain acceptance, support and commitment of an associate? Based on our experience we propose a six stage model for employee commitment buying process. The process includes Goal Enumeration, Assessment, Alignment, Reiteration, and Formalization. Goal Enumeration Once the employee is identified, his/her manager may provide bird eye view of the organization’s goals, and immediate concerns, and different team members strengths that are required to reach the goals. The objective of the session is to enumerate the immediate future, how the individual can contribute to the cause and what would be the impact on organizational, team and individual level. The employee is involved in ideation of the goal, the impact it would create at different levels in the organization and the individual’s personal life and what resources may be required at each level. The dynamics of this stage are similar to “broaden & build theory” and “positivity resonance theory” of Fredrickson. Here manager follows a positive approach to broaden the associate’s awareness and also to help him to build useful resources like skills, knowledge and productive relationships needed to achieve the desired goal. These resources in turn encourage associate’s creative potential and enhance resilience. By following the positive resonance theory, a manager can be successful in eliciting a positive response and mutual care in-between the manager and the associate. The interpersonal exchange of positivity combined with bio-behavioural synchrony
  • 3. 3 | P a g e (imitation of body language) in-between the manager and the associate elicits a tinge of commitment in the associate. Before initiating the conversation, manager should simulate the discussion and rephrase the communication. Manager’s only focus should be on strength, latent potential and how to fuel it. Communication is selective; articulation is directed laden with vibrant imagery. Positive emotion and sense of excitation changes the individual’s conscious and unconscious drives for better long- term outcomes. The whole process of this stage should be handled by the manager where assessment is carried out by manager himself and is not shared with the associate. He also should selectively ignore the weaknesses of the associate in this stage. Manager should also deliberately plant the ideas, goals and desires in the associates mind in this early stage in order to achieve the desired target. In contrast, associate, at first may be resistant to the new windows of responsibility and opportunity. Associate may traverse initially through a ground of suspicion uncertain and unsure about the conversation. Later the associate may be grasped by flight or fight tendency. Once the ruffled suspicions are smoothened by positively directed information transfer from the superior, he/she may feel pride of his/her recognition and open to reassesses the significance and impact of the conversation around him/her. Hence, it is important for the manager to lace the conversation with positivity, after which, associate starts to listen and agrees to participate in the conversation. At this stage, manager may have to prepare to elicit a sense of excitement, direct the associate towards the goal using a positive approach and grasp associate’s attention, thaw any apprehension, reduce uncertainty and set towards acceptance and open to consideration. Assessment Next stage is role visualization and capability assessment. The manager and the associate dwell deeper into the roles. The manager innocuously steers the discussions towards individual’s assessment of his strengths, capabilities and gaps. The dynamics of this stage are parallel to “Framing in Negotiation” and Framing theory” where the manager directs the flow based on a certain frame that of allows for self-evaluation without the burden of guilt and incapability. Communications are deliberate; “frame” based thus allowing ruminations in a collaborative, unconstrained environment, devoid of third party influence, bias and fear. Evaluations are deliberated towards role rather than a person. Also, manager influences subsequent judgment where he organizes and tailors information to fit into the situation. He not only contains the information the associate receives, he will constraint it as well. The main intention of this stage is to alter the preconceived notion of the associate where manager and associate collaborate for an agreement of roles, activities, responsibilities and also assess the available resources. Manager and associate confer and jointly take decisions. Associate, in this stage tends to develop adaptive behaviour which is predominantly based on the “super-ordinate co-ordination theory of positivity” where, emotions are high level of cognitive
  • 4. 4 | P a g e programmes which activates the most useful mental and physical state needed at any situation resulting in the adaptive behaviour of the individual which influences the individual’s decision making ability. Hence, manager should ensure that he elicits the right kind of excitement and emotion in the associate. A manager in this stage is required to create a curative collaborated platform where he can direct the discussion and he should majorly emphasize on positive aspects of the goal, role and the individual. He should provide the associate with the broad visualization of objects and options. He should appreciate the inputs provided by the associate, should fill the gaps, rate the options available and lead towards approval. Another main objective of this stage is to deliberately shift internal assessment to the associate from the manager. Here, associate understands his own weaknesses and the needs for improvement. In order to do so, associate pushes himself to offer creative solutions and enhances his ability to provide free flow of suggestions which elicits a sense of importance intrinsically within the associate. At this juncture, associate follows an “upward spiral theory” of Fredrickson, where he, at first is reluctant towards the idea or the goal. Then he carries an evaluation of self and requirements of the role. Self evaluation is followed by recognition of strengths where the associate recognizes his strengths and areas of expertise. This in turn is followed by preparedness where the associate invests his time and energy to not only assess his weaknesses and areas of improvement but also on grooming himself for the role. And finally, the associate accepts the role and inculcates the “Can Do” attitude towards the role. Hence, by the end of this stage, associates, conform to manager’s viewpoints, exhibits slight desire towards reaching the goal, and accepts the veracity and moves on to the next stage. Alignment Subsequent stage after assessment is alignment, wherein the manager discusses how the individual can contribute to the organizational goal, fitment of the job, role requirements and capabilities. Manager emphasizes the latent capabilities of the employee, reposes confidence in the ability to catch up and expands the role horizon of the employee. The discussion would be open, and transparent to discuss the role expectations, how the role dimensions would impact the short term and medium term, what may be the training and skills sets and sharing of apprehension and experiences. Manager proposes a deliberate break of days to allow the employee to do introspection in-order to help him/her in decision making and avoid confusion or error, carry out minor changes towards the goals and receive internal and external validation of the transformation. External validation and internal acceptance by the associate is the main purpose of this stage. Associate not only self-assesses, he also collates the available information and consolidates them to achieve the required objective. Here associate tends to exhibit obedience behaviour where he/she follows the orders given by the manager. The dynamics of this stage is chiefly based on the Self-Other Overlap concept where the associate understands another person’s perspective and empathizes with them through the following steps,
  • 5. 5 | P a g e where, at first he evaluates himself and then he carries an evaluation of others as well, which is then, followed by a process of triangulation where he collates the perspectives of not only his but another person’s perspectives and the organizational expectations. Then he reconfirms his decisions and reaches the final stage of affirmation where the associate move towards declaring his/her commitment towards the role. This stage concludes when associate expresses obedient behaviour, follows orders and carries self-assessment. Reiteration Once the associate declares his/her commitment towards the role, manager and the associate meet up to recapture the goals, the activities that may be required at organizational, and team level to drive the performance and the individual contributions. Manager digs deeper into the change attempts made by the associate, and appreciates all achievements, however minor they may be. Manager’s focus would be to emphasize the value, the associate can bring to the goals and what would be the changes the role mandates. He also makes the employee reassess oneself to own possibilities of attaining the desired goals and activities. He repaints employee’s motivation to own and drive the desired goal. Once the associate is convinced, the duo needs to revisit the drawing board to evaluate the fitment of schemata, assets, resources, roles and acts. In this stage, manager refines and repaints organizational, team and individual goals and describes the best suitable approach for the individual. The main intention of this stage is to move towards formalization of the process model. This is a stage of reconfiguration of schemata, assets, resources, roles, actions and activities of an individual and the organization. In order to reach the final objective of reconfiguration, manager follows a process which involves visualization, configuration, evaluation of fitment and finally reconfiguration. Initially, manager revisits the goal with the associate and together they visualize. Once the goal has been visualized, associate and the manager constitute their process and together evaluate the best strategies and activities to be followed in order to fulfill the preferred ambition. In this stage, again, manager deliberately plants ideas and desires in the associate’s mind. And finally, together they reconfigure their strategies and activities right from individual roles, organizational roles and schemata. Also, contextual assessment is carried out by the manager in this stage. Associate in this stage possess the suitable skills, capabilities and roadmap to achieve the desired goal. He also exhibits self-motivated and superfluous behavior to progress towards the ambition. He then displays commitment towards the goal and organization at large. Formalization The final stage is commitment formalization stage where, goals at various levels are tied, action plans are discussed and detailed, training and support are documented, platforms for information sharing and support are detailed and review mechanisms are accepted. Formalization stage must ensure while the outcomes are important, the pace and tactics are owned by the associate, there
  • 6. 6 | P a g e is plenty of room for failures and learn without stigma so that continuity commitment is not affected. Formalization stage must also detail informal self-review mechanisms where the individual can elicit the feedback, discuss, digest and push the agenda of improvement by themselves. Manager in this stage formalizes normative activities and behaviour where he highlights an individual’s ownership and outcomes, while, an associate highlights individual roles, activities and paths. Manager should also help to codify the approach, investment, activities and actions whereas associate controls and reviews time-wise investments and action plans to attain the goal. Associate in this stage is compelled and displays persistence in attaining the desired goal as well as he strengthens his commitment towards the goal and organization at large. Table 1 presents the dynamics of each side, expectations and desired outcomes from organizational point of view. Table 1: Dynamics and desired outcomes at various stages Conclusion Buy-in commitment is an integrative process. Organizations should invest sufficient time and effort to address biases and perceptions so that buy-in is complete. Managers need to plan and prepare themselves to align their communication and influence strategy with underlying dynamics at each stage. Dry runs, prior to planning sessions help in sharpening the engagement process. Finally, the managers must realize the whole process has to be fair, inclusive and outcome driven
  • 7. 7 | P a g e Bibliography Alexander E R, Inter organizational Coordination: Theory and Practice, Journal of Planning Literature May 1993 vol. 7 no. 4 328-343 Bowles, S, C.J.L. Cunningham, G.M. De La Rosa and Picano, J (2007), Coaching leaders in middle and executive management: Goals, performance and buy-in, Leadership & Organization Development Journal, 28, 5, 388-408. Dimatteo B C., 2006, Get employee buy-in for your vision, Worcester Business Journal, March 20. Fredrickson B L., 2001 The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions, American Psychologist, Vol 56(3), March, 218-226. Fredrickson B L, 2001 The broaden–and–build theory of positive emotions, Philosophical transactions of the Royal society B, Published 29 September. DOI: 10.1098/rstb.2004.1512 Janssen J, 2014 The Commitment Continuum System, Winning the Mental Game, First edition, January,, ISBN-13: 978-1892882448 Klein H J, Becker T E, and Meyer J P, 2009, Commitment in Organizations: Accumulated Wisdom and New Directions, Publication of the Society of Industrial and Organizational Psychology, Taylor and Francis group LLC, Routledge, New York Meyer J. P. and Allen N., 1991 A Three-Component Model Conceptualization of Organizational Commitment, March, Human Resource Management Review Vol. 1(1):61-89 Nelson, T. E., Oxley Z. M., and Clawson R. A, 1997. “Toward a psychology of framing effects.” Political Behavior, 19: 221-246. Levenson, R.W. 1994. Human emotions: A functional view: in K.P. Ekman and R.J.Davidson (Eds), The nature of emotion: Fundamental questions, Oxford University Press, New York. Plutchik, R . 1980. Emotion: A psychobioevolutionary synthesis. New York, Harper Business Tooby, J., and Cosmides, L. 1990. The past explains the present: Emotional adaptations and the structure of ancestral environments. Ethology and Sociobiology, 11, 374 to 424. Browne & Mohan insights are general in nature and are not refereed papers. These are knowledge sharing documents based on cumulative experience of consultants. © Browne & Mohan 2016. All rights reserved Printed in India