Reference no: EM133767943

Discussion: Finding Vital Behaviors

An organization exists to achieve its mission and goals. Chirwa and Boikanyo (2022) point out that regardless of size, all organizations must

have a broad vision, mission, and set of objectives to achieve. To work towards these things sometimes means there must be change. One of the best

ways to accomplish change is through an effective influence strategy that communicates a clear vision that focuses the people and measures the

results, finding and articulating vital behaviors that will positively impact results, and engaging in all six sources of influence (Grenny et al., 2023).

Key #1: Focus and Measure

In today's business landscape, navigating change is crucial. Organizations can navigate change effectively by clearly defining the desired

outcome of the change, establishing measurable metrics to track progress, and using personal experience to identify vital behaviors. Errida and Lotfi

(2021) discuss various models for managing planned change, with Lewin's 3 stage model (unfreeze, transition, refreeze) being the foundation. They

highlight the importance of creating a shared vision as part of the change. Overall, creating a vision is critical across various change management

models. It provides direction, motivation, and a sense of purpose for successful organizational transformation.

King Solomon displayed the importance of a vision. He was known for his great wisdom and discernment. His main accomplishment was the

building of the temple in Jerusalem. Solomon had a clear vision of what he wanted to accomplish, from the building of the temple to leading Israel to

prosperity. Additionally, he could inspire and motivate others. He artfully negotiated for material and rallied a large team to do the manual labor and

accomplish a common/shared goal.

Key #2: Finding Vital Behaviors

In this step, leaders should identify two to three critical behaviors that will drive the most significant change, prioritize them, and reinforce

them through training, incentives, and recognition. One way to identify critical behaviors is to identify a positive deviance. The Positive Deviant

Theory (PD) suggests that a few individuals in a community deviate from social norms and practice unusual behaviors, leading to better health

outcomes (Shafique et al., 2022). PD argues that solutions to health and social problems exist in the same communities. It contrasts with need-based

problem-solving approaches, which focus on fixing what is missing and building on existing strengths.

Key #3: Engage All Six Sources of Influence

The last key is engaging all six sources of influence. By utilizing a multi-faceted approach, utilizing personal, positional, rational, emotional,

social, and coercive sources, a leader can create a compelling case for change. This compelling case helps explain and understand why the change is

needed, using emotional and rational appeals. However, for this to be successful, leaders and employees must have a high level of trust. Islam et al.

(2021) completed a study revealing that transformational leadership significantly influences employee trust and championing behavior during

organizational change. Trust in leadership mediates the relationship between transformational leadership and employee-championing behavior. They

recommend that managers in uncertain and volatile situations understand various factors influencing trust, such as employee psychology,

communication, commitment, perceived organizational support, job security, control mechanism, culture, motivation, and work engagement, to

enhance employee commitment and engagement during organizational change.

Personal Experience

The importance of "Focus and Measure" from the Three Keys to Influence resonates deeply with my experience in the human resources (HR)

field. Newly in an HR Manager role for a family-owned moving company, I had to implement a new performance management system. I faced

challenges from the managers (system users) with this change due to the need for clearer focus. After realizing this, I focused on conducting effective

performance conversations rather than bombarding the managers with all the system's features. Additionally, to address this, key metrics were

established to track progress, monitor performance reviews, and gauge manager confidence. This change led to the development of targeted training

programs and ongoing coaching for managers, resulting in increased confidence, completion rates of performance reviews, improved communication,

and clearer expectations. Years later, as I reflect on this change initiative, I should have incorporated social influence, such as showcasing successful

stories of managers. The inclusion of social influence would have further accelerated adoption.