In my last post, I referred to Gleicher’s Formula which can be used to calculate readiness for change within a group or organization. That formula is:

C = (DVF) > R

(see “Who is Ready for this Change?)

Today, let’s take a minute to examine the factors that contribute to the D element in this equation, or “the degree of dissatisfaction with the current state (status quo).”

Which do you think is more common – (a) that individuals and groups in your organization are satisfied with the way things are, the current state, or that (b) they are dissatisfied with that current state? That’s interesting to truly consider, right? One might initially answer that people are more likely to be dissatisfied, but in truth, a bigger problem you may be facing in organizational change execution is that individuals or groups may cling to the status quo or current state because they believe they are satisfied with the way things are. Why? It is familiar. It is what they know how to do without having to stretch. There could be a lot of reasons.

How Do You Recognize the “D”
What should you look for in recognizing “satisfaction” with the status quo or current state?

  • An individual or group expresses that they believe they have the tools and processes to do their job well.
  • A group generally feels that they contribute to the organization as a group — meaning, they believe the unique makeup of the group provides value.
  • An individual or group seems apathetic — probably a sign that they are fine with the way things are. This is not a positive; it just means that they are “comfortable” which can seem like “satisfied”.
  • An  individual or group is productive. Note this may not fit the future state vision in terms of what they are delivering, but they are indeed productive.
  • An individual or group is unaware of the larger pressing issues because of a lack of communication, so they assume satisfaction overall and would be  surprised to learn otherwise.

How about dissatisfaction? What should you look for to recognize dissatisfaction?

  • An individual or group questions what they are doing.
  • An individual or group feels disconnected from the organization as a whole.
  • An  individual or group cannot see the value that their work adds to the overall goals of the organization.
  • An individual or group consistently refers to a lack of tools, lack of support, lack of management, lack of communication, or some other deficiency.
  • An individual or group seems to be divided and dysfunctional.

When considering a change that effects an individual or group, it is important to go through a checklist like this not only with key leaders but also in the form of formal or informal talks with the various individuals that you are counting on to carry out the changes. By doing this, you can perhaps build a traditional two column “pros” vs. “cons” list that in fact is “satisfaction factors” vs. “dissatisfaction factors”, not to assess whether to move forward with change, but to identify the “degree” of dissatisfaction (or satisfaction) that you will want to factor into the change program.

Satisfaction and Motivation
It is obvious we are talking about the most basic level of motivation which you have possibly heard in many settings — pain vs. pleasure. Those feeling mostly satisfied will need assurances and facts that lead them to understand that their current state of satisfaction will be improved or that a lack of change would result in their now being dissatisfied (and please don’t just go to the “you can NOT have a job” as the first reasoning). Those that are currently feeling dissatisfied will need assurances and truths that lead them to understand that they will now be satisfied with the new future state, and certainly not more dissatisfied.

Please keep in mind this is oversimplified as this is only the “basic” level of motivation for individuals or groups, but it does demonstrate the basic premise that individuals and groups internally will gauge whether change brings pleasure (satisfaction) or avoids pain (dissatisfaction) and that view needs addressing.

Why Is this Omitted in the Process by Many?
It sounds simple, sure, but why do so many fail to account for the “D” when determining the effort that is going to be required to bring about change and new behaviors? I think basically, many executive change agents within companies fall into one or more specific traps:

  • They  are not closely in touch with what is really going on within the organization, relying on other leaders who may have the same blind spot.
  • They  do not include a more formal way to measuring satisfaction or engagement into the planning process (maybe just relying on those wonderful “engagement” surveys that are very high level).
  • They believe that the senior team and perhaps they themselves just intuitively know whether people are satisfied or dissatisfied with certain situations because of what they view as the “real need” for these changes. In other words, they must really want this because we do.
  • or, They do some assessment of this and recognize it, but just underestimate the degree/force of the satisfaction or over-estimate the degree/force of dissatisfaction. In other words, they do not dig into this enough.

Summary
I have related to you some things to look for in evaluating the “D” for an individual or group that is targeted for change. Once you know whether you are primarily trying to motivate those who are “satisfaction” or the more welcoming “dissatisfied” types of individuals or groups, you can then evaluate key action items/tasks in you change plan that will address this current state — communication, specific manager tasks, incentives, level of engagement required for group, education on value of change, etc.

Are you ready to put in this effort?