According to Stewart Black and Hal Gregersen, Professors at INSEAD, the conventional approach to managing change is backward. Their new book, “It starts with one”,
suggests that the conventional approach is “organization-in” – an
expectation that if the organization is changed then individual change
will follow. Pointing to evidence that suggests that 50-70% of all
strategic change initiatives fail, Black and Gregersen argue for a new
approach – change the individual and the organization will follow.

Starting with the individual

Black and Gregersen argue that every major change has its roots in
past success. At the start of the process, an organization is doing the
“right things” and doing them well. Over time, they discover that the
“right things” are no longer appropriate – they have become the “wrong
things”. They change, and do “new right things” but do them
poorly at first as they gain the necessary skills. Finally, they come
full circle and do the new right things really well. However, many
organizations fail to complete this process and Black and Gregersen
argue that this is due to “brain barriers”.

“As we interviewed and observed managers. We
consistently found that there seemed to be a natural barrier to change
- a brain barrier. Like the sound barrier, the faster a leader tried to
push change, the more shock waves of resistance compacted together,
forming a massive barrier to change. Instead of the sound barrier,
though, leaders confront a brain barrier composed of pre-existing,
successful mental maps”.

Barriers are created because every individual has “mental maps”,
ways of understanding their world, which shape their view of work and
their organization. These maps create can frustrate the process of
organizational change resulting in:

• a failure to see - individuals fail to see the need for change even when opportunities or threats stare them in the face;
• a failure to move – individuals fail to act even when they see the need for change;
• a failure to finish – individuals fail to
  engage in the change process long enough for it to succeed even though
  they see the need to change and start to move.

The failure to see keeps the change process from even getting
started. The failure to move stops the development of “the new right
thing”. And the failure to finish, prevents the organization from doing
the new right thing and doing it well. Black and Gregersen believe that
by understanding and tackling these individual brain-barriers
organizational transformation becomes possible.

Blinded? The importance of Contrast and Confrontation

The first barrier - failure to see – is attributed to organizational
success. Individuals can become “blinded by the light of what they
already see” to the point that they deny any threat and concentrate on
what they do best. Breaking this “blindness” depends on two strategies:
contrast and confrontation.

Contrast seeks to expose the differences between old and
new mental maps. This is achieved through a process of repeatedly
comparing old and new ideas using both words and visual images. A
common problem is that messages are too complex – change agents need to
focus only on the main reasons for change (the core 20% that accounts
for 80% of activities). Even when individuals “get it”, though, they
still need to have an “inescapable experience” – they need to be confronted.
The researchers give the example of Samsung, where the CEO was having
difficulty in convincing their senior executives that the Samsung brand
was perceived differently outside of Korea. By putting 50 executives on
a plane and sending them to a range of stores in the US, they were able
to see how their product was poorly displayed, touch the dust on their
products, and hear how customers were more excited by competitors’
offerings. A successful confrontation is said to involve “as many
senses as possible” – making it “unavoidable”.

Immobilized? The path to transformation

The second barrier – failure to move – explains why even though
people see the need for change they still don’t change. In fact, the
clearer the vision for change they more likely their resistance. Why?
Black and Gregersen argue that it is because individuals are afraid
that changing will make them look incompetent. We’d rather be seen
doing the “wrong thing” well, than the “new right thing” badly.
Consequently, individuals are immobilized. The solution is create a
path for transformation to a new competence. Managers need to set clear
and concrete targets for individuals, provide the training and
resources necessary to help them reach their goals, and provide them
with valued rewards.

Giving up? Change Champions

The final barrier is when individuals lose momentum – not doing
enough to embed the change. They become tired and “get lost”. Change
requires energy and effort, as individuals learn new ways of working
while the benefits may be unclear. In contrast, the old way of working
is easier and has well known benefits, so the pull to fall back on old
ways is often strong. Individuals engaged in change also
“get lost” when they don’t receive enough direct feedback and
information on the change process. Black and Gregersen argue that
organizations need “Change Champions” on the ground, “standing next to
the action”, and celebrating early efforts without waiting for results.

A completely different focus?

Black and Gregersen recognise that strategies, structures and
systems are still important in organizational change but place the
focus on individuals and the importance of transforming their mental
maps. But the focus on individuals overlooks the importance of groups
(within the organization and outside) in shaping mental maps. Maps are
created through relationships with others and these networks may be
critical in an individual’s openness to change. In addition, the
failure to engage in change may not be primarily about mental maps at
all – individuals may resist change for very concrete reasons not
mentioned by the researchers. The most obvious is the potential loss of
work resulting from the change initiative or fear of sanction as a
result of upsetting the status quo. That said, the book is an engaging
read, reminding the change agent that strategies are important but
winning “hearts and minds” is often critical.

Starts with One, It: Changing Individuals Changes Organizations, 2nd Edition (2008) By J. Stewart Black, Hal B. Gregersen. (You can download a PDF copy from: http://www.whartonsp.com/bookstore/product.asp?isbn=0132364298)