This is the seventh in a twenty-two part series by Daniel Tocchini on producing organizational transformation. We will be sending you a newsletter installment to this series each week.
The Pareto Principle (20/80) - A Further Refinement
What sort of reaction to any change can you expect? How much resistance is predictable?
Let's think through a typical scenario. The Pareto Principle states that a small number of causes are responsible for a large percentage of the effect-usually a 20 percent to 80 percent ratio (20/80). Studies have shown that it is possible to further refine the 80% into a 50/30 division. Thus 20/80 becomes 20/50/30. These three divisions represent the three broad responses of the people in your organization to a change initiative.
Twenty percent of any group of people will be predisposed to the change that is proposed. They will clearly advocate the value and purpose of the change once it has been announced, if it has any merit or has been presented with clarity. They will be the "drivers" of the programs, strategies or events that compose the structure of the change.
Another fifty percent of your organization will be "fence sitters." They will say or act in a way that they identify themselves as "neutral" with their support to any change. Their language will indicate that they are attempting to figure out which way to lean. They adopt a "wait and see attitude." The 50% are those who are cautious about risking what is working unless they can clearly see that the changes proposed are truly beneficial in ways that they value. Knowing this condition exists enables you to investigate the concerns that most powerfully impact the fence sitting populace and address those concerns in the education process.
The remaining thirty percent are the ones who will be resisting, both actively and passively. They are the "levelers," seeking to prevent the change from occurring.
The levelers make the most noise and can absorb the most time, energy and resources.
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It is important to listen to those who resist for whatever reason. However, be prudent about the time and energy being invested in listening to them and the sincerity of the complaint being voiced. How much to listen is a fine line to walk. It requires diligence. One must be able to identify the interests of the party and the relevance of the complaint as well as the appropriateness of the timing. What is the complaint about? Does it have to do with what the project is about? Could it contribute to the change initiative? Is this the time to talk about it? Is this the place to talk about it? Should it be discussed in private or with a team? Would talking about it be better served at another time? These are distinctions to identify that will help you decide where or when to listen and also give you a logical response to communicate to the person bringing the complaint.
Neglecting feedback or legitimate complaints is dangerous because you can loose good people, miss out on necessary changes and eventually sabotage the change effort as well.
Over indulgence in the leveler's agenda results in neglect of the advocates who deserve the resources and attention to accomplish that to which they have committed themselves. The overindulgence of levelers results in the advocates feeling as if they have been taken for granted and it gives a higher profile to complaints. A higher profile for complaints helps the levelers persuade the fence sitters to support the resistance. Romancing the levelers proves to be a distraction. You can put the change effort on hold and attempt to enroll them. But ask yourself how long will it take? And, is it essential? Is it really ethical?
What you are after is the difference the desired results will produce in your community, business or organization, rather than getting people to feel happy about what's going on. It is a dangerous presumption to think you must have buy in from 100% of the people in any organization before moving on with your vision.
For a large percentage of people the buy-in will come later, if at all. Many people won't buy in until after the results are in which prove that the change was beneficial. Most of the time it requires a willingness to let squeaky wheels squeak to successfully serve the rest of the organization. Save your grease for the quieter wheels that are actually carrying the load!
When the "contrarian" labeled us as the "gang," I decided to wear the appellation as a badge of honor. The best part is the way others pick it up that way, too. The Floridian must be fuming!
