Creating a Movement
Engage Large Groups in Change
by Julia Achatz, Christina Duller
Overcoming Resistance to Change
Even if we often wish otherwise, it is a fact that transformation processes per se do not trigger collective jubilation. The reasons for this are many and varied, and on closer inspection they can be traced back to highly specific fears and concerns. On top of that, many organizations have been running a veritable marathon of change, and not just since the beginning of the COVID-19 pandemic. Thus, it's not surprising that it's getting harder and harder to get people to commit to change projects openly and with a high level of motivation. Still, that commitment is the key to success. So, what can be done?
Anchor of hope in large groups
A common tool of change work is events, and especially those that reach many people in the organization. Such large group events are often associated with high hopes. "What a great way to inform everyone! And once they hear what it's all about, everyone will be on board!” This sounds good, but unfortunately, it's usually just a naive hope. Not surprisingly, it is not so easy in reality to achieve the desired understanding and mobilization. Large group events have their natural limitations and, if not used properly, have a high potential for failure and disappointment.
While no one-size-fits-all recipe exists for large group success, a handful of tried-and-true tips are described below that can remove many of the stumbling blocks.
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The right timing
Before launching into a large group, a team needs to prepare for the change. For a large event to be a suitable platform for dialogue and coordination, the team must have clearly defined the core messages of a change story and be able to communicate them effectively. If answers to pressing questions are missing, especially early on in the process, fears are amplified without cause.
Focus on the right goal
In general, it is unrealistic to convince everyone in the process of change, and even more so in the case of a single major event. The goal can only be to create positive momentum among the majority of the workforce. This is better achieved through the early adopters than through the resisters. It should also be noted that different groups in the organization often have different perceptions. While top management may have already passed through the "valley of tears," middle management is in the middle of it, and employees are still facing it.
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Work on three levels
"Brain, heart, hand": We focus on these three levels when planning each large group.
"Brain" stands for the cognitive preparation of the content, meaning that the impulses should be presented in a way that allows the participants to relate to them and, thus, allow for questions and exchange. Bonus points are given for ensuring variety in terms of the methods, formats, and people.
"Heart" means creating emotional involvement. "What does this mean to me? How does it affect my role, my daily work?" Once a lecture, video, or exercise can make a personal connection, learning and change can take place.
"Hand", in contrast, stands for grasping content through experimentation, experience, or reflection.
For example, if the goal of a cultural transformation is to strengthen an individual’s ability to organize themself, one could design a team event on the eve of a large group session in which aspects of self-organization are experienced (keyword: effectual cooking). Building on this, the topic can then be deepened in the actual large group by providing impulses and encouraging reflections on what has been experienced.
Good preparation and methodology
The success of a large group depends on good preparation in terms of content and organization. After all, the room for improvisation in a large group with different expectations and levels of knowledge is much more limited than in the working meeting of a well-rehearsed team.
Content planning begins by asking the question of what goals and outcomes are to be achieved and continues by asking questions of what content should be worked on, what form of processing is appropriate, and who should take on which roles or who should be invited to participate. What "soft" issues should be considered or what should happen after the large group meets?
In terms of organization, this includes the time and space frame, invitation management, and preparation of documents and technology.
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The dilemma of said and not yet done
Large groups – if formed well – can successfully satisfy the need for dialogue and direction. However, this does not mean that anything has been implemented.
It is important to provide the right opportunities for participation. If a person is enthusiastic, they will want to participate. Thus, it's about organizing a proverbial fan club and enabling volunteerism.
In the U.S., this kind of mobilization strategy is already an integral part of successful corporate cultures and is known as a corporate grassroots strategy. Corporate grassroots refers to the creation of a corporate fan club, an organization of people who support the company's cause out of a sense of deep conviction. And like every company, every change has its fans. A corporate grassroots strategy makes it easy to activate and organize the commitment of passionate supporters.
5 steps to movement
Step 1: Find out where your early adopters are. Who supports the change? Or will even fight for it? A large group workshop or smaller exploration workshops done at the beginning of a change are the perfect occasion to spy for supporters. Start an excel list with names, add people where you are sure but also those with questionmarks
Step 2: Think about possible ways to support your change? What could an early adopter do? Think about activities for outgoing people but also for introvert people.
Step 3: Start mapping your supporters or socalled fans with the possible activites. Who is more outgoing and could engage in activities where they might be asked to speak out loud and who is more introvert and could support in the background
Step 4: Formulate a call to action. Write a message where you ask for support and name 2-3 options how the person could support. Give the chance to choose, but don’t make it too complicated to understand. If you are very sure in step 3 with the mapping you maybe do not even need to offer options.
Step 5: Use the energy that is derived from actions. Ask your supporters to bring a friend when you invite to the second activity. Your fanbase enlarges and so does the energy for your change.
In conclusion, by following tried-and-true strategies, large group events can be a powerful tool for driving change in organizations. By making the right preparations, focusing on the right goals, and applying a good methodology, these events can create positive momentum and encourage the emotional involvement of the majority of the workforce. Additionally, by providing opportunities for participation and fostering a corporate grassroots strategy, organizations can activate and guide the commitment of passionate supporters to successfully implement change.