Influence new behaviour
Change with impact is what we are after in all the projects and processes we are involved in with our clients. We take this phrase seriously in relation to facilitating processes too. Producing change with impact does not happen by itself. There are many ways of doing this, and we recognise that in projects that are concerned with training and learning new skills there are plenty of other methods, including technology and apps, online learning and work on habits as the key to influencing behaviour.
As the facilitator of the process, you should always agree with the organisation on how long your responsibility for implementation is to continue. If it ends with you sending out the plan for the way forward, we recommend that you insist on being involved in deciding how the organisation can proceed with the implementation for your process to deliver real value. There is no doubt that many processes do not achieve the intended effect, precisely because this important “after” phase is overlooked or handed over to the local departments and managers in the organisation who may not have had any sense of ownership of the process and may now feel like hostages forced to implement a solution they do not feel equipped for.
When the documentation is in place and the follow-up has been communicated to the participants, there is thus still work to do to influence, maintain or bring about new behaviour or new ways of acting, which your process has helped to kick-start. Particularly in processes which are part of a programme, a project or a change process, you need to help the organisation to realise the effect of the programme. If you generally facilitate ordinary meetings, some of them will also call for the participants to do something different or new afterwards, even if it is not the really big transformation.
What you can do
Implementation plans are good for providing an overview and common direction for a change, and we believe that they are necessary to a successful implementation of new behaviour. However, we should be aware of the inadequacy and rigidity of plans when we have to deal with people and their behaviour. Here, we cannot always count on a dead straight process where everything goes as planned; rather, we have to adapt the process as we go along and look for alternative ways if we want to make genuine changes. Your plans should therefore contain more than just the traditional deliverables where the change is communicated via managers, ambassadors or the like.
Consider making use of the informal organisation as the key to implementing changes rather than the formal one.
The idea is therefore:
- To make much greater use of the people in the organisation that others trust and who can influence other people. This group is not always large, but far more effective. You could also call them the informal opinion formers or influencers, and they can be found in almost all departments. The point is that small changes among few employees will quickly spread to many.
- To produce stories in collaboration with the informal opinion formers. The stories of change will produce themselves anyway if we as a project group or as managers, for example, do not step in, and it is not always the positive stories that arise of their own accord. On the contrary, they often contain misunderstandings of the communication the project has disseminated, with speculations and sometimes unnecessary concerns.
- To use distributed (shared) management to handle communication and training of new behaviour in preference to classroom training and large-scale meetings. It could also take the form of “elevator talk” about the project, “homework exercises” where people interview others in the organisation or gather knowledge or statements about the project etc.
When you look ahead to a new “before” phase, a number of elements that you need to address will automatically announce themselves:
- Feedback and learning on the “before-during-after” cycle. You can ask for feedback from the participants and your partners. This may be done more or less formally. Either at the end of the meeting or via an email requesting feedback, or via an evaluation meeting where you facilitate a dialogue about learning and improvements.
- Communication and reporting on status and results: How do we communicate the follow-up from the last workshop and the actions that were initiated?
- Production of a new design star for the next workshop.
Good preparation is essential – the rest you just have to plunge into
This article has provided a number of suggestions on how to prepare and handle in practice different types of group processes and meetings carried out in organisations today. Everybody who has conducted group processes knows that it is an art in itself to get a group to become the best version of themselves. However, when it is successful, it is a fantastic experience. Both for the group and the results delivered as well as for the person helping the group in this process. Facilitation is a craft that must be learnt, and it takes more than one shot. Becoming a skilled facilitator calls for training and patience. Facilitation is not something you can learn from a textbook. The best advice is to simply plunge into it, gain experience with what works and does not work and get feedback on your role, style and methods.
Footnotes
Footnote 1: A group process is defined as a meeting between a group of people with a work-related purpose. The process result or end deliverable may be determined in advance, for example: ”We are to generate at least five ideas for implementation of a new salary model”. The specific content of the deliverable, i.e. the five ideas, will be created during the process and in the interaction between the members of the group.
Footnote 2: Facilitation can with great advantage be thought into a number of everyday meetings, for example, the weekly departmental meeting, sales meetings at customers, information meetings, job interviews, workshops (300-500 people), project team meetings, steering committee meetings, conferences and other events. For information about other meeting types that can be facilitated (see appendix).
Footnote 3: For further information about the role of trainer or adviser, please refer to the articles ”Projektlederen som forandringskonsulent” by Henrik Horn Andersen and ”Effektfuld træning” by Cecilie van Loon.
Footnote 4: A large number of tools and methods exist for identifying and understanding the participants’ and the organisation’s ways of thinking and acting, for example, Whole Brain, DISC, FIRO-B®, MBTI®, Dunn & Dunn, Insight or Belbin.
Footnote 5: For further elaboration on the involvement techniques (see appendix).
Footnote 6: Experiments with stand-up meetings show, however, that the meetings will be shorter, but that the quality of the decisions made will not be better when standing instead of sitting (Ravn, 2011).
Footnote 7: Find out more from samtalekunst.dk or lenekobbernagel.dk. We would especially recommend her article “Activate your non-verbal language” – an article on the conscious use of body language and space to master interaction at meetings and workshops and on training days (Implement Consulting Group, 2014).
Footnote 8: Frank Barrett, PhD is Associate Professor of Management and Organization Behavior at the Naval Postgraduate Academy.