Making Behavioural Change Stick - This looks at the three steps to making a change in an organisation lasting and effective. To find out more, get in touch with LogiKal Email: info@logikalprojects Call: +44 (0)20 7404 4826

1. Making
Behavioural
Change Stick

2. Behavioural Change
Models and Theories

3. There is nothing more difficult to
plan, more doubtful of success, nor
more dangerous to manage than the
creation of a new system. For the
initiator has the enmity of all who
would profit by the preservation of
the old institutions, and merely
lukewarm defenders in those who
should gain by the new ones.
-Machiavelli

4. Behavioural Change vs Organisational Change

5. Key Phases of Change
• Vision for Change (business case),
Risk Analysis and Impact
assessment, Change Strategy
• Change Leadership, Stakeholder
Management, Involvement and
Communication Strategies
• Sequencing and Pace of Activities,
Managing resistance, Resilience
and Workforce Effectiveness
• Benefit realisation, Sustaining
Performance
Key Elements
• Preparing for the change
• Engaging for change
• Implementing the change
• Reinforcing the change
Phase

6. •Ensures that employees
are ready for change
Unfreeze
•Execute the intended
change
Change
•Ensures that the change
becomes permanent
Refreeze
Lewin’s Change Model

7. Lewin’s Three Stage Change Process –
Practical Steps
Source: Kurt Lewin
1. Determine what needs to
change
2. Ensure there is strong
support from upper
management
3. Create the need for change
4. Manage and understand the
doubts and concerns
Unfreeze RefreezeChange
1. Communicate often
2. Dispel rumors
3. Empower action
4. Involve people in the
process
1. Anchor the changes into the
culture
2. Develop ways to sustain the
change
3. Provide support and training
4. Celebrate success!

8. Capability
Opportunity
Motivation
Behaviour
COM-B Model

9. Capability

10. Investigations have shown that peoples' behaviour is
strongly influenced by their confidence in their ability
to perform that behaviour.
Bandura, A.; Adams, N. E.; Hardy, A. B.; Howells, G. N. (1980). "Tests of the generality of self-efficacy theory". Cognitive
Therapy and Research. 4 (1): 39–66.

11. Task Technology
People
Structure
Leavitt Diamond

12. Awareness
Desire
Knowledge
Ability
Reinforcement
 Awareness of the need for change
 Reinforcement to sustain the change
 Knowledge on how to change
 Desire to participate and support the change
 Ability to implement required skills and behaviors

14. Opportunity

15. If opportunity doesn’t knock, build a
door.
-Milton Berle

16. • Low morale​
• Reverting to the old way of doing things​
• Change is discarded​
• Active and passive resistance
• Disinterest in the future state​
• Disagreeing with the need to change​
• Staff finding work-arounds​
• Divides are created between ‘us’ and ‘them’​
• Lack of team cohesion​
Resistance is the Greatest Barrier to Opportunity
Resistance

17. The most commonly cited causes for resistance to change are as follow:
What Causes Resistance?
 Dislike of change
 discomfort with uncertainty
 attachment to the status quo
 lack of conviction that change
is needed
 lack of clarity as to what is
needed
 belief that a specific change is
inappropriate
 belief that the timing is wrong
 excessive change
 previous bad experience of
change
 disagreement with the way the
change is being managed

18. • Engage with Stakeholders
• Ensure it is a robust change plan (specific and detailed
actions)
• Communicate and demonstrate the benefits at all levels
of the organisation
• Ensure change plan is understood
• Schedule time within the implementation for continued
engagement with stakeholders
What to do…
An Approach to Resistance Management

19. Motivation

20. Motivation is the art of getting people to do what
you want them to do because they want to do it.
– Dwight D. Eisenhower

21. Frederick Herzberg’s Motivation- Hygiene
Theory

22. • Learning, Not Just Lecturing
• Trust, Not Just Transparency
• Significance, Not Just Success
• Know the Sum of the Parts, Not Just the Whole
Motivation
Motivation

23. • Innovation, Not Just Ideation
• Ownership, Not Just Accountability
• Solving, Not Just Selling
• Purpose, Not Just Profit
Motivation

24. Capability
Opportunity
Motivation
Behaviour
In Conclusion

25. Q&A

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