Kim

Why "communication" and "persuasion" are insufficient approaches to change across an organisation or system. Communication campaigns can build awareness, but they rarely change behaviour at scale. Persuasion works well when our audience is already open to change. But when we lead any significant change effort, we work across the full spectrum: people who proactively advocate for change, those who passively accept it, and those who actively resist it. For a large portion of that population, even the most sophisticated argument will not shift their position. We change through our relationships. I've learnt greatly from @Digitaltonto (link at the bottom of this piece). Decades of social science research shows we're profoundly shaped by the people around us: our colleagues, peers and professional community. This influence extends not just to our immediate connections but three degrees out: to their networks and the networks beyond. When researchers have studied people who made major shifts in their thinking (e.g., leaving long-held beliefs, changing deeply ingrained ways of working), they consistently find that change followed a shift in their social environment, not exposure to a better argument. People did not think their way into new behaviour. They were drawn into it by those around them. This has profound implications for how we lead change. The real levers are not in our communications strategy. They're in our social architecture. Five things we can do as leaders of change to build our social architecture: 1) Find the people who are already moving: People who already believe in what we are trying to do and are quietly making it happen. Find them and connect them to each other. We are not creating energy for change — we are locating it. 2) Create the conditions for peer-to-peer spread: People adopt new ways of working when they see colleagues they respect doing things differently. Prioritise proximity over broadcast. Small group conversations, site visits, and shared learning across teams carry more influence than organisation-wide communications. 3) Make progress visible at the local level: Transformation does not announce itself top-down and cascade neatly through an organisation. It spreads when people can see it working nearby, in their context, for people like them. Celebrate local progress loudly and often. 4) Connect people to the difference their work makes. Creating regular opportunities for people to hear from, or spend time with, those they ultimately serve is one of the most underused and most powerful tools we have as leaders of change. 5) Put our energy where it will travel furthest. Build on the readiness that exists, make it visible, and let success do the persuading that arguments could not. None of this makes effective change communication redundant. People need clarity, honesty and a coherent narrative about where we are heading. But that is the scaffolding, not the structure. Change travels through people, through trust, through the invisible threads that connect one person's conviction to anothers. See: medium.com/@greg-satell/why-….