Businesses everywhere face this kind of problem: Success isn’t possible without changing the day-to-day behavior of people throughout the company. But changing behavior is hard, even for individuals, and even when new habits can mean the difference between life and death. In many studies of patients who have undergone coronary bypass surgery, only one in nine people, on average, adopts healthier day-to-day habits. The others’ lives are at significantly greater risk unless they exercise and lose weight, and they clearly see the value of changing their behavior. But they don’t follow through. So what about changing the way a whole organization behaves? The consistently poor track record in this area tells us it’s a challenging aspiration at best.
Managers who understand the recent breakthroughs in cognitive science can lead and influence mindful change. Several conclusions about organizational change can be drawn that make the art and craft far more effective. These conclusions would have been considered counterintuitive or downright wrong only a few years ago.
* Change is pain. Organizational change is unexpectedly difficult because it provokes sensations of physiological discomfort.
* Behaviorism doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run.
* Humanism is overrated. In practice, the conventional empathic approach of connection and persuasion doesn’t sufficiently engage people.
* Focus is power. The act of paying attention creates chemical and physical changes in the brain.
* Expectation shapes reality. People’s preconceptions have a significant impact on what they perceive.
* Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution.
