How do we introduce change in a resistant organisation? The secret to successful innovation
Leaders and coaches in organisations are confronted with this question every day: how can new ideas, methods or processes be introduced without encountering serious resistance? Why is it that even the best-intentioned changes often fail because people resist?
Why is everyone afraid of innovation?
New ideas - whether they are coaching methods, management techniques or organisational changes - naturally threaten the established order. This is not necessarily bad, because the status quo exists because it works at some level.
The real reason for change
Those who are most attached to the old ways are usually those who are comfortable with the status quo. If someone with a new coaching approach or organisational developmentIf you come up with an idea that is unlikely to succeed, and failure could cost you your job, few people will take the plunge.
This is exactly why not everyone becomes an entrepreneur - the chances of failure are over 90% in the first three years. The same happens in organisations: people prefer to stick to safe, known solutions.
The laws of change: how do innovations spread?
In the 1950s, the researcher E.M.T. Rogers discovered that in every community - be it a city, a company or a team - people have the same attitude to innovation. He called this the law of diffusion of innovation.
The five types of people in change
According to Rogers, there are five groups in every community:
1. The innovators (2,5%)
- These are the people of "crazy ideas"
- They are always the first to try something new
- They are not afraid of failure, in fact they find it an exciting challenge
2. The early followers (12.5%)
- They are happy to invest time and energy in what they believe in
- Good risk tolerance
- When they see something that is in line with their values, they jump in.
3. The early majority (34%)
- Practical people who ask questions
- "What's in it for me?" - that is their main question
- "What if it doesn't work?" - also often asked
- They are looking for security and guarantees
4. The late majority (34%)
- They wait until others try it
- They only act when they see success
5. The Maradiak (16%)
- They only change when they have no other choice
- The greatest resistance is shown by
The tipping point: when does change really start?
For an innovation - whether it is a coaching programme or an organisational change - to be truly successful, it needs to achieve 15-18% adoption. This is the point where things suddenly accelerate.
Why this number?
People in the early majority will only try something if others have already successfully applied it. If we ignore this, there will always be about 10% people in the organisation who believe in our idea. However, this 10% is not enough to "tip the system over." - and that causes frustration.
The strategy of starting with "Why"
How to talk to people?
To the early adopters, we should not ask "What" or "How", but rather "Why"-tel:
- Talk about, what you believe in, not about what you do
- Tell me, why it is important it's for you, not what the exact plan is
- Share the your dream, your vision
The most important rule: Do not persuade!
A successful leader or coach never tries to convince those who don't want to change. This only leads to arguments where everyone wants to prove their own point.
Instead, we look for those who say:
"What you say is interesting. It's not perfect yet, but it's something."
Practical example: the story of a Hungarian multinational company
A company in Hungary with 5000 employees wanted to introduce a new management training for young colleagues.
The traditional (unsuccessful) method:
- A lot of money spent on external training
- They have developed a perfect programme
- PowerPoint presentations to persuade people
- Result: good stuff, but no one wanted to use it
The new (successful) approach:
Incorporating difficulties: Early adopters like a challenge - don't make it too easy for them.
A feeling of being chosen:
- Only 30 places were available
- You had to write a covering letter to apply
- The first session was delivered in person by the programme leader
- They openly said "It's not ready yet, we are developing it together"
Personal investment:
- Had to travel to Budapest (also from rural offices)
- In your own time, on Saturday mornings
- They did not receive extra benefits
Generation rule:
- Only those born after 1985 could participate
- Senior managers were not allowed to be present at the first sessions
What was the result?
Volunteer helpers: At the end of the training, 15 people came forward to help develop the programme. This was done by:
- They did not get paid
- They also had to do their regular jobs
- Did not help their promotion
Spontaneous demand: Two weeks later, HR was getting calls from managers in different departments of the company demanding, "Why didn't you invite people from my team?"
This is the demand! - without any marketing or advertising.
How do we put this into practice in organisational coaching?
1. Don't focus on the whole body at once
When starting a coaching project, we look for people who:
- Open to new approaches
- They are willing to invest time and energy in development
- They are not afraid to take risks
2. The "why" of communication in executive coaching
When presenting organisational coaching:
- Bad: "We will use these coaching techniques because they are effective"
- Good: "We believe that there is potential for growth in every organisation and every person, and coaching helps to unleash it."
3. Creating valuable and exclusive access
- Limited management programmes
- Application process (not automatic participation)
- Asking for a time and emotional commitment from participants
4. Joint development and experimentation
- "Together we will tailor this programme to your needs"
- Solutions tailored to the organisation's culture and challenges
- Possibility of continuous feedback and modification
The things that matter:
- coaching change management
- organisational development Budapest
- executive coaching methods
- change resistance management
- team building innovations
Summary: The practical use of the law of propagation
This method - applying Rogers' law of diffusion of innovation - is the key to successfully introducing new coaching approaches and organisational development methods in an environment that is naturally resistant to innovation.
Key lessons for coaches:
- Stop trying to convince everyone - focus on open people
- Start with "Why" - talk about your values and goals
- Let them spread on their own - early adopters will be your best "advertisers"
- Be patient - adoption of innovations takes time
- Build community - people like to be part of a special group
A organisational development we can support change processes with practical approaches and coaching methods. Using Rogers' model, we can achieve not only faster results, but also changes that are self-propagating and sustainable.
CoachLab change management services: If you want to learn how to apply this model to your own business development or need help leading organisational change, contact us at coachlab.hu side!
