A first step to behavioural change is to transform the mindsets that support current behaviours. Pathway has found that this transformation process demands more than incremental thinking but demands a sustained effort to reach a “tipping point” when new mindsets become a driver for change rather than a point of resistance..
Our programmes succeed because we start “winning hearts and minds” to the new “mindsets” before we assume high visibility in the organisation. Ensuring that people are engaged, involved and ‘on board’ is key to our planning process. So how do we develop momentum behind a learning or development initiative? At Pathway we are inspired by three laws in targeting and planning the communication process.
The Power of Context is often overlooked by those involved on a day to day basis in an organisation. When you work in an organisation the context becomes the background. It is something you don’t normally attend to. Pathway gives you the opportunity to compare your behaviours, norms and attitudes with those in other organisations. This brings context to the foreground. Our focus groups, surveys, and expert observations allow us to highlight the pervasiveness, influence, and the power of context.These are critical tools in helping us to win hearts and minds.
The Stickiness Factor is the quality that compels people to pay close, sustained attention to your message. Stories embedded in peoples experience will be sticky. Some simple slogans can be sticky e.g. “A lot done, more to do” – Sticky messages are simple, emotional and concrete. Knowing that we need to make our messages sticky is key to achieving change through learning.
The Law of the Few highlights the key people who need to “buy in” to get change to stick at all levels of the organisation. These key people include Connectors and Salesmen. Connectors are those with wide social circles. They are the "hubs" of
the human social network and are responsible for the ‘small world’
phenomenon.Salesmen are charismatic people with powerful negotiation skills. They
exert "soft" influence rather than forceful power. Their source of
influence may be the tendency of others, subconsciously, to imitate
them rather than techniques of conscious persuasion.If these types endorse and advocate the change, it is much more likely that it will tip into exponential success. Who are these individuals in your organisation? Engaging them with the change or development process will be top of our agenda.