Management Messes: Pain and Threats
by Miki Saxon
“Clint” used the ‘Chat with Miki” box in the right-hand frame to ask me this question.
Have you ever heard this? “People usually won’t change until the pain of NOT changing exceeds the pain of changing.”
Since this is a pretty common idea I thought I’d share my ideas with everybody.
I’ve heard this and many variations of it over the years, especially when applied to the workplace where it becomes a form of management by threat
For example, if your company or boss decides on a change and people’s jobs hinge on that change, they will change.
The problem is that they will also disengage at some level, maybe a little, but sometimes a lot. Not always obviously, but over time it will show in lower productivity, less creativity and, eventually, higher turnover.
Clint then asked if I thought that vested self-interest could be used instead of increasing the pain.
The answer is absolutely.
VSI is the perfect opposite to increased pain.
By rethinking a desired action, such as change, and presenting it in terms of its value to employees you can trip the VSI switch—but not if it’s a con.
As I’ve said a million times, people are not stupid; if the desired action is not really in their best interests there is nothing you can do that will convince them. VSI will still kick in, but the result will be resume polishing, lots of LinkedIn action and conversations with recruiters.
Clint decided that by using vested self-interest he could reduce the pain of changing. He plans to connect his organization’s goals to his people’s goals, which will effectively reduce the pain and increase the likelihood that they will do what he needs them to do—painlessly.
Handy little item my chat box. Try it, I’m usually here.
Image credit: nkzs on sxc.hu
