This document provides strategies for exponentially increasing influence and success when trying to change behaviors. It discusses the importance of using multiple sources of influence simultaneously rather than relying on a single approach. The six main sources of influence are personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability. Case studies show that leaders who use four or more of these six sources are ten times more likely to successfully drive meaningful, sustainable change.
This document discusses a study on how to increase influence and drive behavioral change. The key finding is that those who use all six sources of influence - personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability - are up to 10 times more successful at creating sustainable change.
The study examined organizational change initiatives and personal challenges. It found that while many rely on just one influence strategy like training, those who apply four or more strategies combining individual, social, and structural sources are much more likely to succeed.
The document outlines the six sources of influence and provides case studies of organizations that successfully drove change by applying multiple, aligned sources of influence rather than relying on any single approach.
This document provides an overview of key concepts for issues management, crisis management, and public relations ethics. It discusses identifying situations facing an organization, utilizing research, turning obstacles into opportunities, the importance of being on the same page with your team, issues management processes, risk management, crisis management principles and preparedness, and three approaches to analyzing public relations ethics - deontological, teleological, and situational ethics.
American business is losing its war on customer engagement.
As a quick reminder on why we took up arms in the first place, it was June 2013 when Gallup first released its State of The American Workplace study that revealed only 30 percent of the nation's workers were fully engaged in their jobs.
Since then, companies have gone on to launch all kinds of well-intended missions, campaigns and strategies, all with the goal of upending apathy, discontent – and the low discretionary effort too often displayed by their rank and file employees.
Superior subordinate communication (chapter 9)HelvieMason
Superior-subordinate communication is a critical part of organizational relationships. Communication flows both ways between superiors and subordinates for a variety of reasons, including exchanging information and shaping the relationship. The relationships involve both formal power dynamics and personal elements. Superiors serve as role models and evaluate subordinates, while subordinates provide feedback and complete tasks. Misunderstandings between superiors and subordinates can occur due to differences in understanding or perceptions. Cultural factors also impact superior-subordinate relationships. Effective communication involves maintaining trust, providing feedback, and developing rapport through immediacy and humor.
Do gender dynamics affect manager effectiveness culture ampAnshumali Saxena
The document discusses research on the impact of gender dynamics on manager effectiveness. Some key findings include:
- Female direct reports generally rate their managers slightly lower than male direct reports, especially in areas like recognition and inclusion.
- Women reporting to men give the lowest ratings to managers, while men reporting to women give the highest.
- Female managers are rated higher than male managers in skills like valuing diversity and ensuring fair attribution of work.
- Despite excelling in these skills, fewer female managers advance to senior leadership roles compared to male managers.
The document concludes that training and organizational processes need to mitigate biases to ensure fair evaluations and career advancement for all.
The document summarizes a presentation on workplace bullying. It defines workplace bullying, discusses how it occurs and who the targets typically are. It also outlines the negative effects of bullying on victims, witnesses and businesses. Suggestions are provided on how to combat bullying through employer policies, training, and social change efforts. The presentation emphasizes that while progress is being made in increasing awareness, continued efforts are still needed to fully address this issue.
Understanding the Sources of People Risk: A Holistic ApproachCCA Inc
This document discusses understanding and managing human capital risk in organizations. It explains that human capital risk is influenced by both people factors (e.g. talent, well-being, human relations) and organizational factors (e.g. fairness, values, work design). Changes in one area can impact the others. The document provides examples of how weaknesses in people and organizational factors can negatively impact an organization, such as harassment stemming from stress, poor leadership, and unfair policies. It advocates for a holistic approach to human capital risk management that addresses both people and organizational factors through complementary interventions.
This document discusses a study on how to increase influence and drive behavioral change. The key finding is that those who use all six sources of influence - personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability - are up to 10 times more successful at creating sustainable change.
The study examined organizational change initiatives and personal challenges. It found that while many rely on just one influence strategy like training, those who apply four or more strategies combining individual, social, and structural sources are much more likely to succeed.
The document outlines the six sources of influence and provides case studies of organizations that successfully drove change by applying multiple, aligned sources of influence rather than relying on any single approach.
This document provides an overview of key concepts for issues management, crisis management, and public relations ethics. It discusses identifying situations facing an organization, utilizing research, turning obstacles into opportunities, the importance of being on the same page with your team, issues management processes, risk management, crisis management principles and preparedness, and three approaches to analyzing public relations ethics - deontological, teleological, and situational ethics.
American business is losing its war on customer engagement.
As a quick reminder on why we took up arms in the first place, it was June 2013 when Gallup first released its State of The American Workplace study that revealed only 30 percent of the nation's workers were fully engaged in their jobs.
Since then, companies have gone on to launch all kinds of well-intended missions, campaigns and strategies, all with the goal of upending apathy, discontent – and the low discretionary effort too often displayed by their rank and file employees.
Superior subordinate communication (chapter 9)HelvieMason
Superior-subordinate communication is a critical part of organizational relationships. Communication flows both ways between superiors and subordinates for a variety of reasons, including exchanging information and shaping the relationship. The relationships involve both formal power dynamics and personal elements. Superiors serve as role models and evaluate subordinates, while subordinates provide feedback and complete tasks. Misunderstandings between superiors and subordinates can occur due to differences in understanding or perceptions. Cultural factors also impact superior-subordinate relationships. Effective communication involves maintaining trust, providing feedback, and developing rapport through immediacy and humor.
Do gender dynamics affect manager effectiveness culture ampAnshumali Saxena
The document discusses research on the impact of gender dynamics on manager effectiveness. Some key findings include:
- Female direct reports generally rate their managers slightly lower than male direct reports, especially in areas like recognition and inclusion.
- Women reporting to men give the lowest ratings to managers, while men reporting to women give the highest.
- Female managers are rated higher than male managers in skills like valuing diversity and ensuring fair attribution of work.
- Despite excelling in these skills, fewer female managers advance to senior leadership roles compared to male managers.
The document concludes that training and organizational processes need to mitigate biases to ensure fair evaluations and career advancement for all.
The document summarizes a presentation on workplace bullying. It defines workplace bullying, discusses how it occurs and who the targets typically are. It also outlines the negative effects of bullying on victims, witnesses and businesses. Suggestions are provided on how to combat bullying through employer policies, training, and social change efforts. The presentation emphasizes that while progress is being made in increasing awareness, continued efforts are still needed to fully address this issue.
Understanding the Sources of People Risk: A Holistic ApproachCCA Inc
This document discusses understanding and managing human capital risk in organizations. It explains that human capital risk is influenced by both people factors (e.g. talent, well-being, human relations) and organizational factors (e.g. fairness, values, work design). Changes in one area can impact the others. The document provides examples of how weaknesses in people and organizational factors can negatively impact an organization, such as harassment stemming from stress, poor leadership, and unfair policies. It advocates for a holistic approach to human capital risk management that addresses both people and organizational factors through complementary interventions.
This document discusses theories of motivation and leadership. It explains that motivation depends on factors like understanding followers' needs, creating goals, expectations of rewards, and perceptions of fairness. Effective leaders consider situational factors, individual differences, and organizational systems that can impact employee motivation, performance, and satisfaction. The document compares various motivational theories and their implications for leadership.
The document discusses communication in organizations. It explains that effective communication is essential for managers and describes different communication channels. It also discusses persuading others, listening skills, formal and informal communication networks, overcoming barriers to communication, and the importance of feedback. Crisis communication is highlighted as a key skill for managers in today's environment.
Eliminating Harassment and other Cultural Maladiessfmoss
Sexual harassment can create a climate where employees leave, the company gets sued and shareholder value evaporates. Consultant Minoo Saboori shines a light on steps a leader can take to get beyond #MeToo to a healthy, sustainable culture.
- A study found that leaders often neglect holding people accountable for their behaviors, which can limit organizational success. While performance is usually measured objectively, behavioral accountability is more difficult as it requires subjective evaluation and difficult conversations.
- Ignoring behavioral issues can allow negative behaviors to spread and undermine trust, collaboration, and performance over time. An example is given of a president who did not address a VP's disrespectful attitude, contributing to declining engagement from other leaders.
- After conducting a survey, a president committed to addressing negative behaviors at all levels to transform the culture. This included coaching the leadership team on accountability. Over time, peer accountability helped accelerate the changes as leaders began holding each other responsible for their impact. The
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Peer & co worker communication (chapter 10)HelvieMason
1. The document discusses developing interpersonal relationships in organizations and examines factors like proxemics, relational balance, interpersonal needs, and relational control that influence these relationships.
2. It identifies three types of co-worker relationships: information peer relationships with low disclosure, collegial peer relationships with moderate trust and disclosure, and special peer relationships with high intimacy.
3. The document notes both benefits and potential negatives of workplace relationships, including how telecommuting can impact commitment and how romantic relationships can increase productivity but also cause distractions or favoritism. It provides guidelines organizations use regarding workplace dating policies.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Westgeest (2011) employee empowerment and its relation tAffan Aijaz
The document discusses employee empowerment and its relationship to affective commitment. It provides background on the current work environment and the shift to a knowledge economy. Empowerment and its dimensions of impact, competence, meaning and self-determination are described. Affective commitment refers to an employee's identification with an organization. The study aims to investigate the relationships between empowerment, its dimensions, and affective commitment, as well as the moderating roles of job engagement and trust in management.
Brett Cooper and Dan Schwab of Integris Performance Advisors explain why Employee Engagement creates healthy, high performing organizations at The Leadership Challenge Forum 2013 in Scottsdale, Arizona.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
The document discusses leadership development through experience and education. It explains that leadership develops most effectively when experience involves the three processes of action, observation, and reflection. Perception plays a key role in this "spiral of experience" by influencing how people observe and reflect on their experiences. Reflection is important for leadership development, especially through double-loop learning. Both formal education and on-the-job experiences can foster leadership skills if approached systematically using tools like the action-observation-reflection model.
Workplace bullying demonstrates a lack of which one of the three types of organizational justice?
What aspects of motivation might workplace bullying reduce? For example, are there likely to be effects on an employee’s self-efficacy? If so, what might those effects be?
If you were a victim of workplace bullying, what steps would you take to reduce its occurrence? What strategies would be most effective? Least effective? What would you do if one of your colleagues was a victim?
What factors do you believe contribute to workplace bullying? Are bullies a product of the situations, or do they have flawed personalities? What situations and what personality factors might contribute to the presence of bullies?
How the Golden Rule should be part of your Employee HandbookLisa Marie Wark, MBA
The Golden Rule should incorporate rules of conduct that everyone understands. If you don’t have them, create them immediately, make them retroactive and make everyone, including yourself, sign on to them. Granted, even if you have the gold and make the rules, the Golden Rule is not a set of laws, but an internalized belief in how an individual should relate to others. The least you can do is create boundaries for everyone including a fair, accountable review process, so you can weed out the team killers expeditiously.
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
This document discusses the need for an evidence-based approach to employee engagement. It outlines five key challenges to taking such an approach: 1) there is no agreed upon definition of engagement, 2) measures of engagement are poorly defined and do not demonstrate predictive validity, 3) engagement may not be a new or different concept from existing attitudes, 4) there is almost no good quality evidence to answer fundamental questions about engagement, and 5) claims about engagement are often exaggerated given the lack of strong evidence. The document argues that for engagement to be a useful concept, practitioners must take definition, measurement, and evidence more seriously to establish whether engagement is truly a new idea and determine what the evidence says about its relationship to important outcomes.
The document discusses how companies can transform employee attitudes and behaviors through effective change management programs informed by psychology. It outlines four key conditions for changing employee mindsets: 1) Employees must believe in and agree with the purpose of the change. 2) Reward and recognition systems must reinforce the desired new behaviors. 3) Employees need skills training to implement the changes. 4) Employees look to respected role models, so behaviors must be consistently modeled throughout the organization. The document uses an example of a retail bank that successfully transformed its culture and improved performance by applying these four conditions in an integrated change management program.
This document discusses personality and motivation theories. It provides definitions and summaries of several personality theories including the Myers-Briggs Type Indicator and DISC models. It also summarizes several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. Contemporary theories of motivation discussed include self-determination theory, goal-setting theory, reinforcement theory, and equity theory.
How to 10X Your Influenceby Joseph Grenny, David Maxfield, A.docxpooleavelina
How to 10X Your Influence
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
intervention. Unless and until we develop far more effective ways
of thinking about and exerting influence on human behavior, we
will never solve the most profound and persistent problems in our
organizations, our personal lives, and our world.
Why Quick Fix
Solution
s Fall Short
Unfortunately, we live in a quick-fix world full of people who are
gimmicked into believing that a simple so ...
Leaders may think that awareness programs are suitable for addressing unconscious bias, but they are just the start. Raising awareness of unconscious bias through presentations and tests does not actually change behaviors or outcomes. To effectively address unconscious bias, organizations need to focus on changing behaviors through shared knowledge, language to discuss biases, and structural approaches like requiring diversity in hiring panels. The most effective strategies are concrete rules and policies that change outcomes by increasing minority applicants and representation, rather than just focusing on awareness.
PSY 108 Milestone Three Guidelines and Rubric Plan Suppo.docxaryan532920
PSY 108 Milestone Three Guidelines and Rubric
Plan Support
Overview: As the final project for PSY 108, you will choose a problem or issue from a provided list to which you can apply the concepts or theories learned in this
class. You will then develop an action plan for how you will use psychological ideas and principles in addressing the problem. This assessment will help you
recognize the value of psychology, the value of supporting your claims with established views and research, and how psychology can be applied to personal
situations.
Prompt: For this milestone, you will identify two relevant psychological theories that will support your future action plan and describe how each of these can be
applied to address the problem you described in Milestone One. You will also discuss how the perspectives of psychologists in different subject areas can inform
how you approach your problem in preparation for your action plan.
Specifically, the following critical elements must be addressed:
II. Plan Support: In this part of the assessment, you will identify theories and perspectives in psychology that will support your future action plan.
A. Identify relevant fundamental theories in psychology discussed in the course which could be applied to address the problem.
B. Describe how you would apply these fundamental theories in psychology to address the problem.
C. Explain how you can use the perspectives of psychologists in different subject areas within the field to approach your problem.
D. Describe the ethical implications that will need to be considered in the creation of your action plan.
Guidelines for Submission: You will upload the polished version of the Word document you downloaded from Soomo to the Blackboard submission link for
instructor grading and feedback. Please see the feedback provided by your instructor in Blackboard. Your submission for Milestone Three should be 3 to 4
paragraphs in length, with 12-point Times New Roman font and double spacing.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Plan Support:
Fundamental Theories
Identifies relevant fundamental
theories discussed in the course
which could be applied to
address the problem
Identifies fundamental theories
discussed in the course but
identified theories are not
relevant or could not be applied
to the problem
Does not identify fundamental
theories discussed in the course
23
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Plan Support: Apply Describes how the fundamental
theories would be applied to
address the problem
Describes how the fundamental
theories would be applied to
address the problem but
description is cursory ...
4 Internal Environmental Analysis and Competitive AdvantageTh.docxgilbertkpeters11344
4 Internal Environmental Analysis and Competitive Advantage
“The biggest problem with health care isn't with insurance or politics. It's that we're measuring the wrong things the wrong way.”
— ROBERT S. KAPLAN AND MICHAEL PORTER
Introductory Incident
Two-Way Communication and Competitive Advantage
Health care organizations are notorious for one-way communication. When communicating with patients and communities, health care organizations typically employ traditional techniques such as broadcast advertising, distribution of educational materials prepared for a variety of audiences, and similar methods.
A few organizations, however, have recognized the possibilities created by social media and understand that health is extremely personal and materials prepared for mass audiences rarely address the unique concerns of individual patients. Moreover, when patients must access the
127
128
health care system they are unprepared for the experience, lost in the confusion of the high-technology environment of health care, and grasping for information. Social media has done much to change this situation. Patients can easily communicate with people across the globe, share common experiences and fears, discover the personal experiences faced by others, and access all types of medical information.
Unfortunately, many health care organizations choose to use social media as just another means of one-way communication. In some cases most of the organization's posts are designed to promote the hospital or medical practice rather than address patient issues and concerns. A few organizations, recognizing this temptation, develop policies that “no more than a certain percentage” of posts can be used for promotion purposes. At Inova Health System an effort is made to ensure that 80–90 percent of its posts address patient health rather than promoting the System.
Inova has made serious attempts to use social media effectively. It has created Facebook communities in specific areas such as wellness, pediatric care, bariatric surgery, and so on. Attempts are made to encourage users to trust Inova as a supplier of valuable health information. Information can be shared about the System but only after trust is built and the interests of the organization are consistent with the interests of the communities.
It is essential to remember why social media is important. The goal is to connect with friends and build communities around common interests and to share information better and faster. Furthermore, communicating poorly is almost as bad as not communicating. The quality of posts is more important than the quantity. Because real-time communication is so exciting we frequently confuse social media overuse with proper use. Designing social media that is honest and transparent is the important determinant of how likely individuals are to follow and participate in an organization's communication efforts.
Some general recommendations for health care organizations to .
This document discusses the promise of building individual and organizational capacity through frameworks focused on executive functioning, resilience, and leadership development. It argues these frameworks hold potential for setting and achieving life goals if integrated in a holistic approach at the individual, community, agency, and partnership levels. While each framework has experts exploring its application, efforts are lacking to connect them and demonstrate how they could comprise a more powerful approach to development across populations and challenges.
This document discusses theories of motivation and leadership. It explains that motivation depends on factors like understanding followers' needs, creating goals, expectations of rewards, and perceptions of fairness. Effective leaders consider situational factors, individual differences, and organizational systems that can impact employee motivation, performance, and satisfaction. The document compares various motivational theories and their implications for leadership.
The document discusses communication in organizations. It explains that effective communication is essential for managers and describes different communication channels. It also discusses persuading others, listening skills, formal and informal communication networks, overcoming barriers to communication, and the importance of feedback. Crisis communication is highlighted as a key skill for managers in today's environment.
Eliminating Harassment and other Cultural Maladiessfmoss
Sexual harassment can create a climate where employees leave, the company gets sued and shareholder value evaporates. Consultant Minoo Saboori shines a light on steps a leader can take to get beyond #MeToo to a healthy, sustainable culture.
- A study found that leaders often neglect holding people accountable for their behaviors, which can limit organizational success. While performance is usually measured objectively, behavioral accountability is more difficult as it requires subjective evaluation and difficult conversations.
- Ignoring behavioral issues can allow negative behaviors to spread and undermine trust, collaboration, and performance over time. An example is given of a president who did not address a VP's disrespectful attitude, contributing to declining engagement from other leaders.
- After conducting a survey, a president committed to addressing negative behaviors at all levels to transform the culture. This included coaching the leadership team on accountability. Over time, peer accountability helped accelerate the changes as leaders began holding each other responsible for their impact. The
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Peer & co worker communication (chapter 10)HelvieMason
1. The document discusses developing interpersonal relationships in organizations and examines factors like proxemics, relational balance, interpersonal needs, and relational control that influence these relationships.
2. It identifies three types of co-worker relationships: information peer relationships with low disclosure, collegial peer relationships with moderate trust and disclosure, and special peer relationships with high intimacy.
3. The document notes both benefits and potential negatives of workplace relationships, including how telecommuting can impact commitment and how romantic relationships can increase productivity but also cause distractions or favoritism. It provides guidelines organizations use regarding workplace dating policies.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Westgeest (2011) employee empowerment and its relation tAffan Aijaz
The document discusses employee empowerment and its relationship to affective commitment. It provides background on the current work environment and the shift to a knowledge economy. Empowerment and its dimensions of impact, competence, meaning and self-determination are described. Affective commitment refers to an employee's identification with an organization. The study aims to investigate the relationships between empowerment, its dimensions, and affective commitment, as well as the moderating roles of job engagement and trust in management.
Brett Cooper and Dan Schwab of Integris Performance Advisors explain why Employee Engagement creates healthy, high performing organizations at The Leadership Challenge Forum 2013 in Scottsdale, Arizona.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
The document discusses leadership development through experience and education. It explains that leadership develops most effectively when experience involves the three processes of action, observation, and reflection. Perception plays a key role in this "spiral of experience" by influencing how people observe and reflect on their experiences. Reflection is important for leadership development, especially through double-loop learning. Both formal education and on-the-job experiences can foster leadership skills if approached systematically using tools like the action-observation-reflection model.
Workplace bullying demonstrates a lack of which one of the three types of organizational justice?
What aspects of motivation might workplace bullying reduce? For example, are there likely to be effects on an employee’s self-efficacy? If so, what might those effects be?
If you were a victim of workplace bullying, what steps would you take to reduce its occurrence? What strategies would be most effective? Least effective? What would you do if one of your colleagues was a victim?
What factors do you believe contribute to workplace bullying? Are bullies a product of the situations, or do they have flawed personalities? What situations and what personality factors might contribute to the presence of bullies?
How the Golden Rule should be part of your Employee HandbookLisa Marie Wark, MBA
The Golden Rule should incorporate rules of conduct that everyone understands. If you don’t have them, create them immediately, make them retroactive and make everyone, including yourself, sign on to them. Granted, even if you have the gold and make the rules, the Golden Rule is not a set of laws, but an internalized belief in how an individual should relate to others. The least you can do is create boundaries for everyone including a fair, accountable review process, so you can weed out the team killers expeditiously.
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
This document discusses the need for an evidence-based approach to employee engagement. It outlines five key challenges to taking such an approach: 1) there is no agreed upon definition of engagement, 2) measures of engagement are poorly defined and do not demonstrate predictive validity, 3) engagement may not be a new or different concept from existing attitudes, 4) there is almost no good quality evidence to answer fundamental questions about engagement, and 5) claims about engagement are often exaggerated given the lack of strong evidence. The document argues that for engagement to be a useful concept, practitioners must take definition, measurement, and evidence more seriously to establish whether engagement is truly a new idea and determine what the evidence says about its relationship to important outcomes.
The document discusses how companies can transform employee attitudes and behaviors through effective change management programs informed by psychology. It outlines four key conditions for changing employee mindsets: 1) Employees must believe in and agree with the purpose of the change. 2) Reward and recognition systems must reinforce the desired new behaviors. 3) Employees need skills training to implement the changes. 4) Employees look to respected role models, so behaviors must be consistently modeled throughout the organization. The document uses an example of a retail bank that successfully transformed its culture and improved performance by applying these four conditions in an integrated change management program.
This document discusses personality and motivation theories. It provides definitions and summaries of several personality theories including the Myers-Briggs Type Indicator and DISC models. It also summarizes several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. Contemporary theories of motivation discussed include self-determination theory, goal-setting theory, reinforcement theory, and equity theory.
How to 10X Your Influenceby Joseph Grenny, David Maxfield, A.docxpooleavelina
How to 10X Your Influence
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
intervention. Unless and until we develop far more effective ways
of thinking about and exerting influence on human behavior, we
will never solve the most profound and persistent problems in our
organizations, our personal lives, and our world.
Why Quick Fix
Solution
s Fall Short
Unfortunately, we live in a quick-fix world full of people who are
gimmicked into believing that a simple so ...
Leaders may think that awareness programs are suitable for addressing unconscious bias, but they are just the start. Raising awareness of unconscious bias through presentations and tests does not actually change behaviors or outcomes. To effectively address unconscious bias, organizations need to focus on changing behaviors through shared knowledge, language to discuss biases, and structural approaches like requiring diversity in hiring panels. The most effective strategies are concrete rules and policies that change outcomes by increasing minority applicants and representation, rather than just focusing on awareness.
PSY 108 Milestone Three Guidelines and Rubric Plan Suppo.docxaryan532920
PSY 108 Milestone Three Guidelines and Rubric
Plan Support
Overview: As the final project for PSY 108, you will choose a problem or issue from a provided list to which you can apply the concepts or theories learned in this
class. You will then develop an action plan for how you will use psychological ideas and principles in addressing the problem. This assessment will help you
recognize the value of psychology, the value of supporting your claims with established views and research, and how psychology can be applied to personal
situations.
Prompt: For this milestone, you will identify two relevant psychological theories that will support your future action plan and describe how each of these can be
applied to address the problem you described in Milestone One. You will also discuss how the perspectives of psychologists in different subject areas can inform
how you approach your problem in preparation for your action plan.
Specifically, the following critical elements must be addressed:
II. Plan Support: In this part of the assessment, you will identify theories and perspectives in psychology that will support your future action plan.
A. Identify relevant fundamental theories in psychology discussed in the course which could be applied to address the problem.
B. Describe how you would apply these fundamental theories in psychology to address the problem.
C. Explain how you can use the perspectives of psychologists in different subject areas within the field to approach your problem.
D. Describe the ethical implications that will need to be considered in the creation of your action plan.
Guidelines for Submission: You will upload the polished version of the Word document you downloaded from Soomo to the Blackboard submission link for
instructor grading and feedback. Please see the feedback provided by your instructor in Blackboard. Your submission for Milestone Three should be 3 to 4
paragraphs in length, with 12-point Times New Roman font and double spacing.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Plan Support:
Fundamental Theories
Identifies relevant fundamental
theories discussed in the course
which could be applied to
address the problem
Identifies fundamental theories
discussed in the course but
identified theories are not
relevant or could not be applied
to the problem
Does not identify fundamental
theories discussed in the course
23
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Plan Support: Apply Describes how the fundamental
theories would be applied to
address the problem
Describes how the fundamental
theories would be applied to
address the problem but
description is cursory ...
4 Internal Environmental Analysis and Competitive AdvantageTh.docxgilbertkpeters11344
4 Internal Environmental Analysis and Competitive Advantage
“The biggest problem with health care isn't with insurance or politics. It's that we're measuring the wrong things the wrong way.”
— ROBERT S. KAPLAN AND MICHAEL PORTER
Introductory Incident
Two-Way Communication and Competitive Advantage
Health care organizations are notorious for one-way communication. When communicating with patients and communities, health care organizations typically employ traditional techniques such as broadcast advertising, distribution of educational materials prepared for a variety of audiences, and similar methods.
A few organizations, however, have recognized the possibilities created by social media and understand that health is extremely personal and materials prepared for mass audiences rarely address the unique concerns of individual patients. Moreover, when patients must access the
127
128
health care system they are unprepared for the experience, lost in the confusion of the high-technology environment of health care, and grasping for information. Social media has done much to change this situation. Patients can easily communicate with people across the globe, share common experiences and fears, discover the personal experiences faced by others, and access all types of medical information.
Unfortunately, many health care organizations choose to use social media as just another means of one-way communication. In some cases most of the organization's posts are designed to promote the hospital or medical practice rather than address patient issues and concerns. A few organizations, recognizing this temptation, develop policies that “no more than a certain percentage” of posts can be used for promotion purposes. At Inova Health System an effort is made to ensure that 80–90 percent of its posts address patient health rather than promoting the System.
Inova has made serious attempts to use social media effectively. It has created Facebook communities in specific areas such as wellness, pediatric care, bariatric surgery, and so on. Attempts are made to encourage users to trust Inova as a supplier of valuable health information. Information can be shared about the System but only after trust is built and the interests of the organization are consistent with the interests of the communities.
It is essential to remember why social media is important. The goal is to connect with friends and build communities around common interests and to share information better and faster. Furthermore, communicating poorly is almost as bad as not communicating. The quality of posts is more important than the quantity. Because real-time communication is so exciting we frequently confuse social media overuse with proper use. Designing social media that is honest and transparent is the important determinant of how likely individuals are to follow and participate in an organization's communication efforts.
Some general recommendations for health care organizations to .
This document discusses the promise of building individual and organizational capacity through frameworks focused on executive functioning, resilience, and leadership development. It argues these frameworks hold potential for setting and achieving life goals if integrated in a holistic approach at the individual, community, agency, and partnership levels. While each framework has experts exploring its application, efforts are lacking to connect them and demonstrate how they could comprise a more powerful approach to development across populations and challenges.
Assessment 7 Course Textbook Edberg, M. (2015). Essentials .docxdavezstarr61655
Assessment 7
Course Textbook: Edberg, M. (2015). Essentials of health behavior: Social and behavioral theory in public health (2nd ed.). Burlington, MA: Jones & Bartlett Learning.
Q.1 MUST BE ANSWERED ON SATURDAY, Mar. 10 NLT 10 PM EST (200 words A MUST for each question. Please provide reference for each question for each question. Keep them numbered.)
1. This unit provided the 10-step approach of putting a communication campaign together. Step 6 involves selecting the appropriate communication channels. Why would selecting the right channel or channels be so important? What would be some of the examples of those channels if you were trying to put a communication campaign together that was designed to increase awareness for young people about the need for physical exercise and better eating habits to address the problem of obesity?
2. What are some of the key components in the overall ecology of global health? Are these different from the ecological context for domestic health? If so, how? Please explain and provide supporting examples.
3. Does mobile technology and social media change the way communications theory can be applied? Or do these developments change the theory itself?
4. Imagine you are in charge of putting an anti-smoking communication campaign together (geared towards young adults) in your local community. Correctly identifying your target audience would be an important step. Who would be your target audience or audiences in this example? Are there any groups or sub-groups? Also, would you need to segment your audience in any way? Please address each of these questions and explain the overall importance of correctly identifying your target audience as part of your intended communication campaign.
Q.1 MUST BE ANSWERED ON SATURDAY, Mar. 10 NLT 10 PM EST (A PARAGRAPH ONLY)
Q. 1 Why is it important to specifically identify those individuals who are the most vulnerable in terms of getting a certain disease or diseases?
· Why do general or mainstream approaches typically not work on those high-risk populations or groups?
ARTICLE REVIEW (READ INSTRUCTIONS CAREFULLY AND PAY ATTENTION TO THE ITEM HIGHLIGHTED IN RED)
· MUST BE ANSWERED BY MONDAY, MAR. 12 NLT 10 PM EST
For this assignment, choose a peer-reviewed article to review. Use source that contains peer-reviewed articles, and find an article about a concept tied to the unit outcomes in this unit.
Write a three- to five-page review (not counting the cover page and references page) of the article that includes the following information:
Briefly introduce and summarize the article.
Identify the author’s main points.
Who is the author’s intended audience?
How does the article apply to this course? Does it support the information in your textbook?
How could the author expand on the main points?
The article must be no more than three years old. Use APA style when writing your review.
UNIT VII STUD.
I wanted to share some insight on one of the most challenging aspects of Grant Making. Measuring outcomes has proven to be challenging, but there is away to accomplish your goals to make the world a better place. Salesforce has put together a deck that allows stakeholders in this space the ability to develop a roadmap for success with the ability to iterate on those measurements to consistently improve outcomes.
Course Textbook Edberg, M. (2015). Essentials of health behavi.docxvanesaburnand
Course Textbook
Edberg, M. (2015). Essentials of health behavior: Social and behavioral theory in public health (2nd ed.). Burlington, MA: Jones & Bartlett Learning.
QUESTION 1
Please define the concept of a political-economic approach. What are some of its key principles? Using HIV/AIDS as an example, please address/answer the following question: What issues would a political-economic approach address in terms of potential action or actions?
Your response should be at least 200 words in length.
QUESTION 2
As you are aware by now, the concept of social marketing is being widely used to influence health behavior. Please define the term social marketing and then discuss some of this concept’s key principles. Also, explain how social marketing is being used in various health promotion programs.
Your response should be at least 200 words in length.
QUESTION 3
The Social Cognitive Theory (SCT) explains how people acquire and maintain certain behavioral patterns. Please outline some of those patterns, and explain why they occur in the first place. Also, indicate how health promotion practitioners use this theory’s principles in order to design effective behavior change interventions.
Your response should be at least 200 words in length.
25 points
QUESTION 4
Diffusion of Innovation (DOI) Theory explains how, over time, an idea or product gains momentum and diffuses (or spreads) through a specific population or social system. The end result of this diffusion is that people, as part of a social system, adopt a new idea, behavior, or product. Define the term social system as it is being used in this context. Then, discuss the key aspects/elements of these three factors that influence adoption of an innovation. Please provide a couple of supporting examples applicable to each of these three factors:
1
compatibility
2
complexity, and
3
observability
Your response should be at least 200 words in length.
Unit Lesson HELP
The Importance of Theories in Health Promotion
Public health promotion programs are designed to improve health, prevent disease, and mitigate death. These programs also promote a better quality of life and advocate conditions in which people can be healthier and have a better quality of life. Successful health promotion programs are designed in such a way that they assess the fundamental cause or causes of certain health problems or unhealthy behaviors. The program then incorporates actual interventions to address the problems and behaviors linked to the public health problem. In order to do that, health promotion workers/practitioners are using various theories related to health behaviors during the various phases of planning, implementing, and evaluating a certain proposed intervention.
Theories assist the public health practitioners in understanding the nature of certain targeted health behaviors. The theories are then used to explain the dynamics of the behavior, the process of changi.
Emma logsdon· 4· 5 the six challenges for resigning health cssuser774ad41
The document discusses six key challenges for healthcare organizations undergoing redesign: (1) redesigning care processes, (2) incorporating performance measurements, (3) managing clinical knowledge and skills, (4) making effective use of information technologies, (5) coordinating care across settings, and (6) developing effective teams. The author believes redesigning care processes is the most important challenge because it impacts all the others. Other top challenges include incorporating performance measurements, managing clinical knowledge, and using information technologies effectively. The author argues that addressing these challenges will help healthcare organizations provide better, more efficient care.
Using Health & Well-being Technology: How to figure out what makes sense fo...Bhupesh Chaurasia
The past few years have seen an explosion of well-being technology solutions. These range from highly specialized mobile apps focused on specific well-being needs such as sleep hygiene or diabetes management, to comprehensive well-being platforms that integrate health monitoring, wellness education, physician care, counseling,
and social support networks. This article provides guidance on understanding and navigating the complex and growing field of well-being technology.
Employees who are highly engaged are the best asset for an organization. Engaged employees are fully committed to their work, interested, and able to focus their attention and inspiration on doing their best. In today's competitive global business environment, companies must compete internationally and focus on creativity and innovation to be leaders in their industries. Both human and non-human assets are crucial for companies to continue operating successfully in the long run, but human capital is becoming more important because employees generate ideas and drive companies forward through their work. There are different types of employee engagement, including attitudinal, behavioral, and trait-based engagement, and engagement is determined by both individual employee characteristics and the organizational environment.
The influence factor of voteTeam member Probl.docxjmindy
The influence factor of vote
Team member:
Problem description
2
we evaluate the effect of age, gender, whether an individual actually received and listened to the entire call and whether busy or not on voting.
Dataset
3
European Election Database.
Data Source
Website
Sampling Method
https://nsd.no/european_election_database/
Random Sampling; n=188
Questions of interest
4
Is there an association between gender and whether an individual vote or not?
Is there an association between age and whether an individual vote or not?
Is there an association between whether an individual actually received and listened to the entire call and whether he/she vote or not?
Is there an association between County and individual’s county development degree and whether he/she vote or not?
Analysis to be completed
5
Qualitative variables
Bivariate variables
Correlation : vote and gender
Chi-square test: vote and gender
Regression Analysis: vote and age
Correlation
Main Variables
6
Vote: binary variable. Whether an individual vote or not.
Age: age of an individual.
Female: equal to 1 for female and 0 for male.
Contact: equal to 1 for people who actually received and listened to the entire call encouraging you to vote.
County: the development degree of the voter’s county.
Univariance analysis —— Age
7
Univariance analysis —— County
8
Univariance analysis —— Vote and Age
9
1
Correlation Analysis
2
Regression Analysis
Correlation = 0.3134
The correlation between vote and age is positive and median
The fitting equation is not significant.
Univariance analysis —— Vote and Gender
10
1
Correlation Analysis
2
Chi-square test: vote and gender
Correlation = 0.3134
The gender and vote is independent.
The correlation between vote and gender is positive and median.
Univariance analysis —— Vote and Contact
11
1
Correlation Analysis
2
Chi-square test: vote and contact
Correlation = 0.1193
The correlation between vote and gender is positive and weak
Univariance analysis —— Vote and County
12
1
Correlation Analysis
2
Regression Analysis
Correlation = -0.15787
The correlation between vote and county is negative.
Fitting equation: Vote = 0.7837 – 0.0026*County
Conclusion
13
1
There is no significant association between gender and whether an individual vote or not.
The gender and vote is not dependent and the correlation between vote and gender is positive and median
2
there an positive and weak association between whether an individual actually received and listened to the entire call and whether he/she vote or not.
The correlation between vote and county is negative, the better the county’s develop, the more voters.
THANKS
Chapter 11:
Managing Organizational Change and Crises
Introduction
In this ever-changing global economy, organizational change is inevitable
Productively managing change by drawing on the strengths of an organization keeps them healthy a.
This chapter introduces interpersonal relations and their importance in organizations. It discusses trends in the modern workplace like increased diversity, teamwork and customer service expectations. It also reviews the history of the field from scientific management to studies showing the impact of human relations on productivity. Seven key themes for effective interpersonal skills are identified: communication, self-awareness, motivation, trust, self-disclosure, conflict resolution and self-acceptance.
62116, 957 PMOrganization Development and ChangePage 1 .docxalinainglis
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PRINTED BY: [email protected] Printing is for personal, private use only. No part of
this book may be reproduced or transmitted without publisher's prior permission. Violators will be
prosecuted.
account for these differences if they are to attract and retain a productive workforce and if they want to turn
diversity into a competitive advantage.
17-1a What Are the Goals?
Figure 17.1 presents a general framework for managing diversity in organizations.2 First, the model suggests
that an organization's diversity approach is a function of internal and external pressures for and against
diversity. Social norms and globalization support the belief that organization performance is enhanced when
the workforce's diversity is embraced as an opportunity. But diversity is often discouraged by those who fear
that too many perspectives, beliefs, values, and attitudes dilute concerted action. Second, management's
perspective and priorities with respect to diversity can range from resistance to active learning and from
marginal to strategic. For example, organizations can resist diversity by implementing only legally mandated
policies such as affirmative action, equal employment opportunity (EEO), or Americans with Disabilities Act
requirements. On the other hand, a learning and strategic perspective can lead management to view diversity as
a source of competitive advantage. For example, a health care organization with a diverse customer base can
not only improve perceptions of service quality by having a more diverse physician base, but it can also
embrace diversity by tailoring the range of services to that market and building systems and processes that are
flexible. Third, within management's priorities, the organization's strategic responses can range from reactive
to proactive. Diversity efforts at Texaco and Denny's had little momentum until a series of embarrassing race-
based events forced a response. Fourth, the organization's implementation style can range from episodic to
systemic. A diversity approach will be most effective when the strategic responses and implementation style fit
with management's intent and internal and external pressures.
FIGURE 17.1 A General Framework for Managing Diversity
https://jigsaw.vitalsource.com/books/9781305339330/content/id/ch17-F2
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Unfortunately, organizations have tended to address workforce diversity pressures in a piecemeal fashion;
only 16% of companies surveyed in 2010 thought their diversity practices were “very effective.”3 As each
trend makes itself felt, the organization reacts with appropriate but narrow responses. For example, as the
per.
The document is a visioning report from THNK about the future of vitality at work. It discusses holding challenges to address employee well-being and launching two new health challenges per year. It outlines insights from the Vitality 2.0 challenge, which explored how to create a smart workplace where employees improve vitality, reduce stress, and become more impactful. The challenge involved a diverse team that applied THNK's innovation approach to develop an innovative enterprise concept for improving employee well-being.
Chapter 8 - Organizational Behavior: Power, Politics, Conflict, and Stressdpd
The document discusses key concepts in organizational behavior including personality, perception, attitudes, power, politics, conflict, and stress. It defines these terms and explains how they relate to each other and influence workplace performance. Some of the major points covered are the five dimensions of personality, the attribution process, sources and types of power, political behaviors, managing functional and dysfunctional conflict, and causes and management of job stress.
Mental Health _ Monthly Developments MagazineAlicia Tamstorf
The passage discusses changes in approaches to humanitarian aid worker mental health. It notes a shift from crisis response models to preventative care and an increased focus on staff well-being. Factors like unpredictable work environments, threats of violence, organizational changes and loss of team structures impact mental health. Recent research highlights the importance of resilience-building and understanding brain health. Going forward, opportunities include increased training, practical resilience strategies, and improved global mental health standards and access to care.
This document summarizes Abraham Maslow's hierarchy of needs and two theories of employee motivation:
- Maslow's hierarchy ranks physiological, safety, love, esteem, and self-actualization as basic human needs that motivate behavior.
- McGregor's Theory X sees employees as largely unmotivated while Theory Y sees motivation potential if higher-order needs are satisfied.
- Herzberg's two-factor theory finds hygiene factors prevent dissatisfaction but motivation factors like achievement and recognition increase job satisfaction.
The document provides strategies for employers to understand employee needs, offer fair compensation through goal-setting and rewards, to increase motivation and company performance.
The document describes how crossing fruit flies (Drosophila melanogaster) can demonstrate inheritance patterns of single and double traits. Fruit flies were among the first organisms used for genetics research in the early 1900s, helping scientists determine gene inheritance and identify genes that control human development. Even today, fruit flies continue to be a useful model for understanding human genetics, processes, and disorders. The planned experiment will cross fruit flies to study inheritance patterns of one or two traits.
1. How to 10X YOUR INFLUENCE
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
2. How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
intervention. Unless and until we develop far more effective ways
of thinking about and exerting influence on human behavior, we
will never solve the most profound and persistent problems in our
organizations, our personal lives, and our world.
Why Quick Fix Solutions Fall Short
Unfortunately, we live in a quick-fix world full of people who are
gimmicked into believing that a simple solution exists for their
monumentally complex behavior problem.This goes for both business
and personal challenges.We want one trick to get employees to
improve quality or one trick to help us shed thirty pounds.
Unfortunately, most quick fixes don’t work
because the problem isn’t fed by a single
cause—it’s fed by a conspiracy of causes.
Exponentially Increasing Your Success
If you want to confront persistent problem behavior, you
need to combine multiple influences into an overwhelming
strategy. Influencers succeed where others fail because they
“overdetermine” success1
. Instead of focusing on a single root
cause, they address all the root causes by combining a critical
mass of influence strategies.
Patrice Putman, director of employee development at
MaineGeneral Health, understood this principle. When she
How to 10X YOUR INFLUENCE
3. How to 10X Your Influence 3
wanted to improve patient safety and employee satisfaction by
radically changing employees’ confidence and ability to speak
up candidly at critical times, she overdetermined success with a
multi-pronged influence effort.
Identifying the high-leverage behaviors that needed to
change in her organization was only the first step for Putman.
Training the target behaviors was also insufficient. Getting
her employees to routinely act in new ways called for several
additional influence strategies.
For instance, to help employees candidly speak up, she linked
the new behavior to existing values. She instituted training to
teach people how to voice concerns with ease. She garnered
the support of key opinion leaders and aligned the performance-
review systems with the target behaviors. She even made
several changes to policies, work layout, and organizational
structure. By targeting individual, social, and structural influence
sources, Putman completely transformed the corporate
culture. Forty-one of the forty-two questions improved on the
annual employee satisfaction survey, and employees are now
53 percent more likely to confront dangerous shortcuts and
address mistakes in providing patient care.
The Study
Our research effort included three studies.
C-level Challenges. In our first study we interviewed twenty-
five C-level leaders about their foremost challenges, including
bureaucratic infighting, silo thinking, and lack of accountability.
We constructed a survey to measure the scope of these issues
and, more importantly, to see what organizations did to deal with
them.We administered this survey to nine hundred managers
and supervisors. Fully 90 percent of those surveyed said their
organizations struggled with at least one entrenched habit; most
said the problem negatively impacted areas including employee
satisfaction, productivity, quality, and customer satisfaction.A high
percentage of those surveyed had employed only one influence
strategy—for example, they offered training, redesigned the
organization, or held a high-visibility retreat.A handful—fewer
than 5 percent—had used four or more sources of influence in
combination.The differences in outcomes between these two
groups were astounding.Those who applied four or more sources
of influence in combination were ten times more likely to succeed
than those who relied on a single source of influence2
.
Corporate Change Initiatives. Our second study involved
a larger sample of C-level leaders and explored how they
approached change initiatives. We focused on one hundred
mission-critical initiatives—efforts such as internal restructurings,
quality and productivity improvements, and new product launches.
We wanted to see which sources of influence companies used to
support their initiatives—and how many sources they employed.
Here, too, we found that a high percentage of executives used
only one approach, and that those who used four or more had the
greatest likelihood of success.
Personal Challenges. In our third study, we shifted the focus
from organizational to personal challenges such as overeating,
smoking, overspending, or binge drinking. We randomly surveyed
more than one thousand individuals, asking them to describe the
strategies they had tried. Many had attempted to alter their own
behavior using a single approach (for example, join a gym, follow
prescriptions in a book, or attend AA meetings)—and nearly all of
them had failed. Only 14 percent had approached their problem
using four or more strategies; for them, the success rate was four
times higher, moving from 10 percent to 40 percent
Gain Ten Times More Influence
We have documented the success of this multi-pronged
approach across organizational levels and across different
problem domains. And while the results are impressive,
they do not rely on an obscure calculus—if anything,
they are built on simple arithmetic. Effective influencers
drive change by relying on six different sources of
influence strategies at the same time. Those who succeed
predictably and repeatedly don’t differ from others by
degrees. They differ exponentially.
Those who understand how to
combine all six sources of influence
are up to ten times more successful
at producing substantial and
sustainable change.
4. How to 10X Your Influence 4
The Six Sources of Influence
There are six sources of influence that
drive our behavior and anyone with the
ability to make change successful is
adept at employing these sources in
combination.
Motivation and ability are the
foundation of our six-source model. We
then subdivide these domains into three
distinct categories: personal, social,
and structural, which in turn reflect
separate and highly developed bodies
of literature: psychology, sociology, and
organizational theory.
The first two domains, Personal
Motivation and Ability, relate to sources
of influence within an individual
(motives and abilities) that determine
their behavioral choices.
The next two, Social Motivation and
Ability, relate to how other people affect
an individual’s choices.
The final two, Structural Motivation
and Ability, encompass the role
of nonhuman factors, such as
compensation systems, space, and
technology.
Using the Six Sources of Influence
Successful influencers increased their chances of success tenfold
by combining strategies from all six sources of influence. In the
following pages, we’ll develop the six sources to see how top
leaders capitalize on the power found in each.
1 2
3 4
5 6
Motivation Ability
Personal
Make the
Undesirable
Desirable
Over Invest in
Skill Building
Social
Harness Peer
Pressure
Find Strength
in Numbers
Structural
Design Rewards
and Demand
Accountability
Change the
Environment
Six Sources of Influence
5. How to 10X Your Influence 5
Change is hard because new behaviors
are often difficult, uncomfortable, or even
painful while old behaviors are familiar and
routine. For example, when a leader asks
employees to undertake dramatic quality
improvement efforts, there is enormous
discomfort, conflict, and uncertainty. People are
pushed to rethink processes, uncover problems,
and reapportion power in the organization. Most
people aren’t motivated to do things that are
uncomfortable or stressful, which is why most of
these efforts fail3
.
So, how do you motivate someone who isn’t
motivated? The short answer is, “You don’t.”
And that’s because it’s nearly impossible to get
people to do something they aren’t motivated to
do. However, ineffective influencers compensate
by putting pressure on people (Social Motivation)
or bribing or threatening them with carrots and
sticks (Structural Motivation). These strategies
often backfire when used on someone who
doesn’t care.
Skilled influencers know how to build personal
motivation to get people to care.They link new
behaviors to values people already have.They
find ways to invest new behaviors with meaning
and drive home human consequences. In short—
they put a human face on the new behaviors.
The key to personal
motivation is to help people
see the true implications of
their actions and choices by
connecting the new behaviors
to deeply held values.
Although personal motivation is necessary, it’s
rarely enough. Successful influencers engage
personal motivation, but then combine it with
several additional sources of influence.
SOURCE 1 CASE STUDY
Connecting to Values
at Spectrum Health
WHO: Matt VanVranken, President, Spectrum Health
INFLUENCE CHALLENGE: Influence ten thousand weary, overworked,
and overstressed healthcare professionals to go beyond their basic job
descriptions to create exceptional patient experiences.
ACTION: Make patient care personal for employees and connect their
job responsibilities to individual patients.
VanVranken periodically brings together several hundred managers
and directors. At the start of a recent meeting, Van Vranken asked a
man in his early sixties to relate his accident several months earlier
when his motorcycle was hit by a car.
The man described to the hospital staff his experience surrounding
his time spent in Spectrum Hospital following the accident. He
introduced the physicians and nurses who attended him and also
singled out countless others—for example, the employees who
provided warm blankets before his surgeries and the people who
ordered popsicles he could eat when he wasn’t allowed solid foods.
He expressed his sincere thanks for the excellent care and for all
the people who went out of their way to make his recovery possible.
In a very poignant moment he described how a surgeon called
his son the night before a crucial operation to remove his leg. In
this conversation, the surgeon received key information about the
patient’s personality and work ethic that changed the course of the
surgery. Ultimately the man’s leg was saved because a doctor took an
extra moment to understand his unique circumstances.
RESULTS: Through this touching experience, employees were
poignantly reminded of how their actions affected the health and well
being of individual patients
Source 1: Personal Motivation
Link to Mission and Values
6. How to 10X Your Influence 6
Far too many leaders equate influence with
motivation. Most aren’t aware of this tacit
assumption.We have an iconic image of the
leader at the podium revving up his or her troops,
and then sending them off to conquer.To these
leaders, the name of the game is motivation. But
true influencers don’t make this mistake.
Successful leaders understand that new
behaviors can be far more intellectually,
physically, and emotionally challenging than they
appear on the surface. In truth, many problems
stem from a lack of ability. Individuals often
simply don’t know how to do what’s required.
A whole new body of literature reveals that most
forms of expertise or talents that we thought
were genetically determined are actually a
function of careful practice. Elite performers
aren’t smarter or faster; they are however better
trained. So, before you leap on the motivation
wagon, check for ability.
The key to personal ability
is to overinvest in skill
building—to build in extensive
practice in the toughest,
most realistic settings.
Results show that a robust
training initiative is at the
heart of almost all successful
influence strategies4
.
WHO: Mike Miller, Vice President of Business Customer Billing, AT&T
INFLUENCE CHALLENGE: Turn around a three thousand person IT
function by creating a culture where everyone speaks up early and
honestly about the risks they see affecting project goals.
ACTION: Train employees in how to step up to crucial conversations.
Early in his change initiative, Miller saw that people needed more than
the motivation to speak up. He realized people also needed the ability
to step up to crucial conversations. In the heat of the moment, speaking
up about emotionally risky issues requires as much skill as motivation.
So Miller made sure people were well trained in these difficult
interpersonal skills.
Research shows that training is markedly more successful when
spaced over time. So Miller trained slowly, in one- to two-hour
segments over several months. His goal was to keep people focused
on the training long enough to absorb it—and ultimately, adopt new
behaviors. He also trained realistically, using real business problems
and extensive practice. For example, participants role-played how to
challenge bosses on unrealistic deadlines, how to report project risks,
and how to hold peers accountable when tasks fall behind schedule.
RESULTS: Within six months, internal surveys showed that behavior
was changing markedly, and within nine months, virtually every
software release in Miller’s group was coming in on time, on budget,
and with no serious errors.
SOURCE 2 CASE STUDY
Training at AT&T
Source 2: Personal Ability
Overinvest in Skill Building
7. How to 10X Your Influence 7
No matter how motivated and able
individuals are they’ll still encounter
enormous social influences that usually support
the status quo and discourage behavior reform.
Whether people acknowledge it or not, there
are few motivators as potent as the approval
or disapproval of friends and coworkers. A few
examples on the power of social influence:
• After a senior engineer tells a junior
engineer that “production work is for
dropouts,” the junior engineer proceeds to
make career choices that he now believes
will bring honor and prestige.
• After a new hire challenges an idea in
a meeting only to be ostracized by her
colleagues, she decides to never again
speak candidly and freely in her meetings.
• When senior physicians don’t wash their
hands before treating patients, less than 10
percent of their residents wash up5
.
Effective influencers understand that lots
of small interactions shape and sustain the
behavioral norms of an organization.
The key to effective social
motivation is to get peer
pressure working for you
instead of against you.
WHO: Ralph Heath, Lockheed Martin
INFLUENCE CHALLENGE: Get the F-22 Raptor off the drawing boards
and into production in eighteen months while garnering the support
of five thousand employees, many of whom consider the move to
production as a threat to their job stability.
ACTION: Invest in the most influential people—both the formal leaders
and the opinion leaders.
Heath met monthly with 350 supervisors, managers, and directors. He
brought in customers from various military agencies and encouraged
them to explain their frustrations and concerns with the program.
In these sessions, Heath described the kinds of behaviors that were
slowing the transition and which behaviors needed to change. He spoke
candidly about the problems he saw and demonstrated a willingness
to be challenged when his own actions conflicted with the behavior he
asked of this group. As Heath won the trust of supervisors, they began
to influence others.
Heath also worked closely with opinion leaders, visiting informally
with them every week. After only four months of working with opinion
leaders, marked changes began to occur.
RESULTS: In the end, the performance of Heath’s group exceeded
expectations. The group met production deadlines, and the resulting
product was a success. The F-22’s reliability is better than the F-15,
which has been in use for decades; its operating costs are lower, its
repair times are shorter, and its mission capabilities are far superior.
SOURCE 3 CASE STUDY
Social Support at Lockheed Martin
Source 3: Social Motivation
Harness Peer Pressure
8. How to 10X Your Influence 8
Many leaders fail to appreciate how much
help people need when attempting new
behaviors. For example, someone working
to overcome an addiction often requires
enormous amounts of coaching and feedback
from trusted friends.
The same is true in organizations. If you want
employees to improve quality, they will need a
great deal of support from line leaders to enable
and empower them to improve processes,
implement new tools, and change policies.
Given that leaders don’t have time to become
coaches for everyone in the organization, how
can they leverage their “Social Ability” efforts to
give them the greatest influence?
The most influential leaders invest their time and
energy with two groups that can magnify their
influence efforts:
1) Formal leaders (managers at every level)
2) Informal leaders (opinion leaders)
The key to building the social
capital that will extend your
influence into every corner of
your organization is to spend
time building trust with formal
and informal opinion leaders.
Start every intervention by first identifying
opinion leaders and then involving these opinion
leaders in the change process. Involvement
can range from enrolling the opinion leaders in
training to inviting them to sit on committees
to taking on a coaching role, etc. Let opinion
leaders lead the way.
WHO: Tom O’Dea,VP of Customer Relationship Management, Sprint
INFLUENCE CHALLENGE: Improve the track record of a seventeen-
hundred person IT department to meet quality, schedule, and cost targets.
ACTION: Train internal leaders and have them facilitate the skill-based
training initiative to the rest of the employees.
O’Dea found that an essential behavior for employees to adopt in order to
reach his goals was the ability to discuss mission-critical issues rapidly and
honestly with coworkers.While leaders encouraged this behavior they didn’t
always enable it and they weren’t always accessible to employees who
needed help.
So, O’Dea turned the leaders into teachers. Each week, he taught new skills
to the leaders and then tasked them to teach it to their direct reports.After
six weeks, the skills cascaded down through the organization and were
implanted in the culture.Two powerful things happened:
1) The process of teaching influenced the teachers. Leaders fully
embraced the concepts and encouraged others to do likewise.The
real teaching moments didn’t occur during the training, but rather
when employees approached their leader for help on how to solve
problems. Leaders became enablers of change.These teaching
sessions also became “access opportunities” as employees
candidly raised issues and concerns about work problems.
2) The process also influenced the learners. In addition to getting
real-time coaching, employees got real-time access to bosses.
A respected person (often their boss) helped them by offering
advice and time exactly when they needed it to enable first-time
attempts to raise tough issues.
RESULTS: The combination of social motivation and social ability
became a powerful force for change at Sprint. Soon after, other
divisions solicited O’Dea’s help to influence change in their areas.
SOURCE 4 CASE STUDY
Leader-led Training at Sprint
Source 4: Social Ability
Create Social Support
9. How to 10X Your Influence 9
There’s a famous saying: “If you want to
know what’s going on, follow the money.”
If a leader talks about quality but rewards
productivity, employees will notice and quality
will suffer. Chronic problems such as lack of
accountability, poor productivity, and slipshod
quality can often be traced to poorly designed
incentives that reward the wrong behaviors.
It is difficult to change behavior without changing
the incentives. In fact, creating incentives is often
the only real way senior leaders can separate
serious priorities from pipedreams.The CEO
might stick his neck out and say,“Starting now,
at least 25 percent of our incentive pay should be
contingent on achieving these new measures.”
This statement will instantly redirect the focus of
senior managers.
But it’s not just the top people who need to
have a stake in changing entrenched behaviors.
Employees at all levels won’t support change if
the behavior management wants to encourage
doesn’t make their lives better (in the form of
opportunities, money, promotions, etc.).
The key to rewarding change
in behavior is to make the
external rewards both real
and valuable—they need to
send a supportive message.
However, our advice is to use incentives as
motivation third, not first. Otherwise, you
might actually undermine people’s intrinsic
motivation6
. Begin with personal and social
sources of motivation, and then reinforce them
with well-designed incentive systems.
WHO: Executives at Lockheed Martin
INFLUENCE CHALLENGE: Change behaviors to secure desired results.
ACTION: Leaders put their own pay incentives on the line.
At Lockheed Martin, leaders tracked both results and behaviors.
Improvement targets were set, and progress was reviewed three times
a year. However, tracking progress wasn’t enough to secure permanent
change.
The president, vice presidents, and directors put their own skin in
the game by risking their own pay incentives. The top two levels of
management based 25 percent of their incentive pay on whether they
met their targets for behavior change.
RESULTS: This kind of extrinsic motivation ensured that the
organization did everything it could to change behavior and secure
results.
SOURCE 5 CASE STUDY
Leaders Taking Stake at
Lockheed Martin
Source 5: Structural Motivation
Align Rewards and Ensure Accountability
10. How to 10X Your Influence 10
Three times more people die from lung
cancer as from traffic accidents. Twice as
many people die from tuberculosis as from fires.
However, most people would guess otherwise.
The reason: the daily information people
see—the data stream—is at odds with reality.
For example, a typical newspaper has forty-two
articles about traffic accidents for every article
about lung cancer7
.
The key to changing an
organization’s mental agenda is
to change the data that routinely
crosses people’s desks.
Often, the crucial data stream doesn’t exist, so
it’s management’s job to create it (see Source
6 Case Study). In other settings, data streams
may exist but are not used effectively. Consider
the case of an international logistics company.
Although the firm met all of its internal customer
metrics, an alarming number of customers
were defecting to competitors. Puzzled, the
vice president of quality explored how the
customer metrics were calculated. He found that
customers requested to receive their deliveries
within two days. At which point, the salesperson
responded with, “Sorry, we can’t do that—how
about four?” Frequently, the customer would say
that was okay.
When the company tracked whether packages were indeed
delivered within four days, their record was nearly perfect.
However, many customers still wanted two-day deliveries. Rather
than measure the actual delivery date against the promised
delivery time, the VP began tracking the delivery time against
the customers’ preferred delivery time. Using this metric,
performance fell to below 50 percent—explaining their high
customer-defection rate. While this performance metric was
discouraging, it reset the mental agenda and motivated the
organization to revamp the fulfillment system.
Sometimes changing the data stream isn’t enough. Changing
behavior may require structural changes. Spectrum Health Grand
Rapids recently went so far as to create a separate, new physical
space where people can work on new ideas without normal
distractions and receive back-end support. In the first year, Kris
White, vice president of patient affairs, said employees set an
unprecedented record in generating innovative ideas. In just one
year, they identified thirty-five commercial ideas and received
three provisional patents.
WHO: Pat Ryan, Vice Chairman, OGE Energy
INFLUENCE CHALLENGE: Turn around the utility’s reputation for being
insufficiently customer driven.
ACTION: Create a new weekly reporting mechanism to help managers
monitor and repair broken streetlights within five days.
Ryan discovered that the biggest contributing factor to the company’s
negative reputation was not the quality of service in many of their
standard utilities and offerings. Rather, the public’s poor perception came
down to OGE’s past unresponsiveness to fixing burned out streetlights.
So, Ryan established a companywide target to repair streetlights within
five days.To make this happen, he created a new weekly reporting
mechanism that helped managers monitor problems.The report listed
streetlights by area that had been dark for more than five days
RESULTS: Within a short period of time, all but two areas had fixed
the problem. What’s more, as citizens and police began to see OGE’s
responsiveness to burned out lights, they improved their reporting of
the problem and changed their perception of the company.
SOURCE 6 CASE STUDY
Improved Reporting at OGE Energy
Source 6: Structural Ability
Change the Environment
11. How to 10X Your Influence 11
Conclusion
Novice investors make the mistake of betting on a single stock
instead of creating a diversified portfolio of investments.
Despite their poor judgment, they sometimes win. It’s what we
call “dumb luck.”
However, dumb luck never works against entrenched
organizational and personal problems. And yet, our research
shows nearly all of us make this obvious mistake. We bet on a
single source of influence instead of combining all six.
Common sense tells us that combining several sources of influence
will be more effective than relying on just one.And yet this common
sense is very uncommonly employed. Only 5 percent of the leaders
we studied combined all six sources of influence, and these 5
percent were ten times more likely to succeed.
Clearly, the main variable in success or
failure is not which source of influence
leaders choose. By far, the more important
factor is how many.
Next Steps
Here’s what you can do to multiply your arsenal of influence
strategies and exponentially increase your influence:
I. Pick a Problem to Solve
Start by identifying the chronic challenges in your
organization—issues that have direct negative consequences
to key metrics and bottom-line results that have resisted
many prior attempts at change. Or, identify some strategically
important result you must achieve which will require substantial
changes in behavior to succeed.
Next, ask yourself if a crucial key to solving this problem will be
influencing new behavior. If the answer is yes, then don’t make the
common mistake of implementing policy, process, or technology
solutions without carefully developing a six source strategy for
driving and supporting the behavior you’ll need to succeed.
II. Get trained in how to lead an influence effort
Next, involve the core of leaders who must influence new
behavior in studying the Influencer model—the step-by-step
approach to diagnosing and resolving chronic problems we’ve
outlined in this report. An ideal way to do this is to engage
your team in an Influencer two-day workshop. The training and
strategy development process are the result of thirty years of
research and refinement that is proven to enable your team to
develop and implement an influence strategy that will lead to
rapid, measurable, and sustainable change in behavior.
The process includes identifying results, finding and targeting
vital behaviors, and applying the six sources of influence. This
model was named the 2009 Change Management Approach of
the Year by MIT Sloan Management Review.
Influencer Trainingtm
—named a 2009 Top Training Product of the Year
by Human Resource Executive®
magazine—will teach you how to:
• Diagnose the web of causes behind any problem behaviors
and create powerful strategies for driving change.
• Identify a handful of high-leverage behaviors that, if
changed, will lead to desired results.
• Rely less on formal authority and more on ways to motivate
and enable others to alter their behavior.
• Use the powerful Influencer model to develop and apply a
robust influence strategy to anything from small- to large-
scale cultural transformations.
Influencer two-day workshops are held around the country.
To find and book a training session, visit:
www.vitalsmarts.com/influencertraining.aspx.
Additional free learning resources. Additional resources are
available at www.vitalsmarts.com/influencerreport. Here you will
find tools to help you develop and hone your influence skills.
Tools include:
Influencer video case studies. See how some
of the world’s greatest influencers have brought
about impressive change.
Skill tutorials. Enjoy tips from the authors of
the New York Times bestseller, Influencer: The
Power to Change Anything.
Free worksheets and assessments. Easily work
through your challenges and chart your progress.
To learn more about lnfluencer Training, visit www.vitalsmarts.
com/influencertraining.aspx or call to speak with a VitalSmarts
training consultant at 1.800.449.5989.
12. Source 2: PERSONAL ABILITY
Questions to Ask • Do employees have the knowledge, skills, and
strength to be able to do the right thing?
• Can they handle the toughest challenges they
will face?
Strategies • Gave people guided practice and immediate
feedback until they were sure they could
engage in the new behaviors in the toughest of
circumstances.
• Designed learning experiences to help people
successfully manage any communication,
emotional, and interpersonal hurdles they’d face
in changing their behavior.
• Had people participate in real-time drills or
simulations that tested whether they could
perform as required under challenging
circumstances.
The Six Sources Strategy Matrix
How Leaders Increased Their Chances of Success Tenfold
Source 1: PERSONAL MOTIVATION
Questions to Ask • In a room by themselves would employees want
to engage in the behavior?
• Do they hate it or enjoy it?
• Do they find meaning in it?
• Does it fit into their sense of who they are or
who they want to be?
Strategies • Identified unpleasant, noxious, or disagreeable
aspects of the change and found ways to either
eliminate them or make them more pleasant.
• Found ways to connect the need for change with
people’s core values—for example, had people
meet with the individuals who would benefit
from the change.
• Motivated people by creating a mission and
purpose about the need for change.
• Took great pains to get people’s personal buy-in
rather than issue mandates.
Source 3: SOCIAL MOTIVATION
Questions to Ask • Are other people encouraging the right behavior
or discouraging the wrong behavior?
• Are people others respect modeling the right
behaviors at the right time?
• Do people have good relationships with those
who are trying to influence them positively?
Strategies • Enlisted the support of organizational opinion
leaders to serve as role models, teachers, and
supporters of change.
• Had all members of management teach, model,
and coach people toward new behavior.
• Identified people who would be most concerned
about change, and involved them early.
• Made it clear to everyone that these behavioral
changes were something top management
strongly supported and modeled.
Source 4: SOCIAL ABILITY
Questions to Ask • Do others provide the help, information, and
resources required—particularly at critical
times?
Strategies • Identified the toughest obstacles to change and
made sure people had others to support them
whenever they faced these obstacles.
• Used mentors or coaches to provide just-in-time
assistance to overcome these obstacles.
• Created “safe” ways for people to get help
without feeling embarrassed.
• Provided everyone with the authority, information
and resources needed to step up to new
behaviors as easily as possible.
Source 5: STRUCTURAL MOTIVATION
Questions to Ask • Are there rewards—pay, promotions,
performance reviews, or perks?
• Are there costs?
• Do rewards encourage the right behaviors and
costs discourage the wrong ones?
Strategies • Adjusted formal rewards to ensure people had
incentives to adopt the new behaviors.
• Made sure people had “skin in the game” by
tracking their use of the new behaviors and linking
it to rewards and punishments they cared about.
• Used a “carrot and stick” approach to make sure
people knew the organization was serious about
demanding change.
• Made sure everyone understood that even
the most senior managers would be held
accountable if they failed to support these
changes—there were no exceptions.
Source 6: STRUCTURAL ABILITY
Questions to Ask • Does the environment (tools, facilities, information,
reports, proximity to others, policies, work
processes, etc.) enable good behavior or bad?
• Are there enough cues and reminders to help
people stay on course?
Strategies • Reorganized workplaces to remove obstacles
and make the change convenient and easy.
• Provided new software, hardware, or other
resources to make the change simple and
automatic.
• Used cues, regular communications, and metrics
to keep the need for change “top of mind” for
everyone in the organization.
• Created potent ways to give all levels of
management feedback about how successfully
or unsuccessfully they were leading change.