We’ve all heard these threats. And now the World Health Organization (WHO) has declared the artificial sweetener aspartame a possible carcinogen. It’s used in Diet Coke, toothpaste, and sugar-free gum. I predict that exactly nothing will change as a result. People will go on chewing and drinking the stuff the same way people kept consuming deli meats and alcohol after they were declared risky for their health.
The same scenario plays out every day in organizations. Leaders call for change, and people keep on doing what they do. People discount threats such as “We need to adapt, or the competition will kill us. If you don’t prepare yourself, you will be left behind.” They just haven’t been given enough reason to change.
Why do people keep avoiding change? Why will they keep consuming Diet Coke? There are five factors to consider:
- Communication: Is the message clear and consistent?
No: There is disagreement among experts about the level of potential harm from aspartame, and the likelihood it will result in cancer is murky. - Capacity: Do people have the capacity or opportunity to change behaviors?
Yes: There are alternative sweeteners and a variety of other beverages to choose from. - Continuity: How much will this change disrupt my life?
High impact, but low probability. Cancer would have a terrible impact, but the chances it will happen to you or me seem to be low. - Credibility: Can I trust the leader of this change?
No: WHO didn’t handle the pandemic all that well, so I’m not sure they can be trusted. The FDA approved it originally, and they follow a rigorous process, don’t they? Aspartame has been around forever, and I haven’t heard of anyone getting cancer from it. Besides, my friend Zack drinks two diet cokes for breakfast every day and he’s fine. - Coaching: Is there sufficient support to help me change?
No: No one is making companies stop using aspartame. Plus, I’m tired of being told what to do by a bunch of people in an office a zillion miles away. Until my mother tells me to stop drinking it, I’m just going to carry on my merry way.
If I transfer those responses onto my handy resistance predictor, we see that the chances of people obeying this change are very low. There are too many factors working against acceptance:
As a leader of change, you need to drive buy-in. When it comes to organizational change, there are several basic actions you can take to get people moving.
- Eliminate dissent. I know that sounds horribly autocratic, but the reality is that as soon as we hear contradicting messages, we will hesitate to change. Resistors have the potential to sway others. They must be coached or removed quickly. Point out (yes, I mean discredit) poor sources of information. Run a strong communication campaign.
- Raise the pain level. Who has contracted cancer as a result of aspartame? Personal stories have a high impact. Highlight the potential pain to overcome the desire to avoid change. Make ‘doing nothing’ very dangerous and uncomfortable.
- Raise the benefit level. What are the advantages of compliance? Will it help me with other issues (obesity, energy levels, dental health)? Ask your audience what benefits they can imagine.
- Find an influencer. Who will the audience listen to? Taylor Swift endorsed Coca-Cola. How will she respond to the news about aspartame? Her voice carries a lot of weight. Who are the influencers for your employees? Is there an internal champion you can leverage?
- Celebrate the wins. People need encouragement. Watch the numbers and call it out when people begin making progress. Every step towards change deserves a shout-out. Celebrate everything!
Deli meats, alcohol, and now aspartame have all been declared carcinogens. And yet our supermarket still has a wide variety of sliced meats, diet soda, and liquor. When presented with a tough change, we calculate whether it’s worth the trouble.
Perception drives the motion. Use the five levers to change the odds and get people moving.
If you want to learn more about the five levers, download the guide for free!
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Jeff Skipper is an international change leadership consultant for organizations in the energy, finance, technology, and other industries. For over 25 years, beginning with a 12-year career at IBM, he has guided change projects by focusing on the people side of change. As CEO, he grew a transformation services company to seven figures in just five years. He and his family live in Calgary, Alberta, Canada. His new book is Dancing with Disruption: Leading Dramatic Change During Global Transformation. Learn more at www.JeffSkipperConsulting.com.
By Jeff Skipper
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