Imagine you have created the best innovation idea EVER. All the testing shows that it will be a winner and your decision makers have given the green light.  You are so excited to seeing the results.

Stop and ask yourself……is everyone else that will be impacted by this innovation just as up for this project as you?

No matter how brilliant your innovation is, if those impacted are not ready for change, you are likely to fail. Harsh, but true. 

To make change happen, you need Change Commitment and Change Efficacy. 

Change Commitment is when everyone involved is dedicated and obligated to make the change required. They are motivated to implement change and really share your passion to want things to happen. However, although commitment is a necessary factor, it is not a sufficient condition for change readiness on its own. You need to be able to change.

So, Change Efficacy is where everyone is emotionally and intellectually able to make the change happen. This includes being able to navigate the inevitable politics involved in implementing the changes in the organisation (we’ve all experienced this!). It also means being able to support people tackle challenges along the way and co-ordinate the tasks required to deliver the innovation. 

Of the possible drivers of change commitment and change efficacy, there five cornerstones you need to have in place. 

1. Motivation. Unless the team are motivated, they are unlikely to initiate any change behaviour whatsoever. This includes the extent to which they believe that the activity is important for them and a worthwhile endeavour. The also be motivated by the potential for a fun and interesting experience or learning opportunity. 
2. Psychological safety. Change can mean uncertainty and discomfort. Being afraid or having anxiety lock us down. You need to create a shared belief within the team that it is a safe environment for speaking up and taking interpersonal risks. People need to feel that their unique skills and talents will be valued and utilised, as well as that they are able to bring up problems and tough issues. 
3. Cohesion. Social relations, task relations, perceived unity and emotions all make up cohesion. When group cohesion is strong, groups will remain stable, but when it is weak, they may fall apart. Members of strongly cohesive groups are more inclined to participate readily and to stay with the group through all the ups and downs.
4. Engagement. People are engaged when they are excited about the project and find they are working in ‘flow’. Engaged people have a clear picture of what needs to be achieved and when they find the experience interesting. 
5. Knowledge Creation. People want to learn and increase their ability to do a better job. They want to be able to contribute solutions to the project. New knowledge is about seeing new perspectives and gaining new insights. 

So before embarking on your new change project – ask yourself….. have you heard your team saying things like this?

• ‘I am determined to implement this change’
• ‘I am convinced I can handle the challenges that may arise during implementation of the changes’
• ‘I believe that this activity is important for me’
• ‘It is safe to take a risk on this team’
• ‘Our team are united in trying to reach the goal’
• ‘I have a clear picture of what needs to be achieved and what needs to be done to get there’
• ‘Doing this project will enhance my ability and knowledge to perform future work’

Johan Roos, the co-founder of LEGO® SERIOUS PLAY®, wanted to address the practical in organisations of how to ensure that people are committed to necessary change and convinced that they can execute it successfully. They created 20 activities covering the different cornerstones which is part of their new REAL TIME CHANGE® method.  Between 2018 and 2020 they ran 69 independently facilitated workshops with 374 participants to test the method and demonstrated that it would improve teams readiness for change.

These exciting and enjoyable activities provide participants with a safe space to speak up and share, a chance for the group to come together and create a shared aspiration, an opportunity for people to feel valued for their perspective and solutions and a time to work together to build a clear picture what needs to be done and their part in it. 

Have you set up a Readiness for Change for your next innovation?