Common Change Management Errors (73 - 78)

Some Biases

lxxiii) Not Understanding Unconscious Bias. Anchoring and confirmation bias (relate to the human tendency to select information that supports existing beliefs or initial impressions; the most potent deeply held beliefs are around culture and communications, ie the way we do things around here; Thus this element can derail any change effort.) (for more detail, see elsewhere in the Knowledge Base)

lxxiv) Not Understanding Loss Aversion (prefer to avoid losses rather than acquiring equivalent gains, ie where the pain of losing is twice as powerful as the pleasure of profiting
"...studies have shown that losses are twice as consequential psychologically as gains......loss aversion can make us respond too quickly to the announcement of a shift in our way of working or even defer a decision to engage, adopt and use the new ways of working..."
Al Lee-Bourke, 2022

The need to ensure that people don't feel overwhelmed by the change. (for more detail, see elsewhere in the Knowledge Base)

Linked with loss aversion is the endowment impact, ie people prefer to keep something they already have and/or are familiar with, rather than acquiring something different, ie
"...giving up well-established ways of working can feel like a loss. It also highlights that the potential utility of a new way of working really only represents preference..."
Al Lee-Bourke, 2022

To make the preference desirable during the change process, the future state needs to be very compelling and desirable so that
"...people weigh it more heavily than they would losing the old way of working..."
Al Lee-Bourke, 2022)

Linked with this is temporal discounting, ie where you discount the value of something big in the future for something small now

lxxv) Not Understanding Bigness Bias (people pay more attention to big numbers than small numbers; yet many small tactical changes can accumulate to make a significant impact, ie
"...must make sure that people are not overwhelmed by the change and have a clear picture of how the tactical changes contribute to the big picture in the overall change..."
Al Lee-Bourke, 2022)

 lxxvi) Not Understanding Overconfidence and Ego Traps (most people are overconfident about their knowledge and are not willing to admit it
"...most people don't know how little they really know..."
Al Lee-Bourke, 2022

When this is combined with anchoring and confirmation bias, it can become a basis for resistance. Thus we need to communicate, by preferred channels, as much information as needed to all stakeholders impacted by the change.)
lxxvii) Not Understanding Priming (exposure to one stimulus influences how a person responds to related stimulus later, ie
"...Our brains are adapted to process information more readily after being exposed to something related......using multiple, frequent and small stimulus related to the change. That might generate propensity to process the change more readily as the project progresses......use of images, taglines, mission statements, posters, logos, images and branding are all great ways to achieve priming..."
Al Lee-Bourke, 2022)

lxxviii) Not Understanding Social Proofing (
"...People assimilate to group beliefs, actions or ideas they like or trust..."
Al Lee-Bourke, 2022

"...change management needs......stimulating identity, for helping people find their intrinsic and extrinsic motivations..."
Al Lee-Bourke, 2022)

(for more detail, see elsewhere in the Knowledge Base)