To raise worker responsibility - It's Not What You Say As Much As How You Say It

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If you have wrestled with responsibility issues for long, you have probably thought about the impact of constant organizational change. How do you encourage citizen to commit to goals if the landscape keeps moving. Up-to-date political events contribute an prominent clue. In the last U.S. Presidential contest, it appeared to any trainee of politics that Hillary Rodham Clinton was destined to become the Democratic Party nominee for President of the United States. But as events unfolded, Barrack Obama entered the race and staged a dramatic win of the Presidency. At issue from a broader perspective were two questions:

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Should the U.S. Stay the policy with the Republican agenda or commit to a new set of goals under a Democratic agenda to address what remains a sea of economic and collective turmoil? If the U.S. Citizenry commits to become accountable for an array of bailouts and belt-tightening under the new Democratic agenda, should we elect Clinton or Obama?

Interestingly, the Democratic candidates' positions on the issues were very similar. However, their respective messages were vastly separate - not in what they said, but in the way they said it. Obama told stories -- about his early childhood, his mother, his time at Harvard Law School, and his time as a political organizer working the old Chicago neighborhoods. Clinton spouted facts, and she had an astonishing grasp of the facts behind the issues.

But it is this contrast, facts versus stories, that made the discrepancy in the campaign. Obama's stories allowed him to connect with voters at an emotional level; Clinton's facts appealed to our cognitive side. But if your goal is to get citizen to change their mind about something and to become accountable for a new agenda, you are good off starting with an emotional connection. Here's why.

Presentation Order is Key

In his Up-to-date book, "The inexpressive Language of Leadership", Stephen Denning argues that the order in which you give citizen information greatly influences how they think. He suggests that excellent leaders use a qualified model that first connects them with listeners emotionally, straight through stories, and then presents them with the reasons for change. Here is what he means.

In a primary presentation model - which we were all taught as children - you define the problem, analyze the issues and the impact, and, then, recommend a solution. But if you want citizen to change, the primary model does not work. The qoute is something called confirmation bias. When we think we know something to be an objective truth, we automatically cease that if opposing evidence is presented there must be something wrong with the source. This happens because of the way the brain processes information.

When we see, hear, smell or touch things, the data is compared with existing pathways in the brain. Our brains are hardwired to detect errors. So if some data does not match with our existing circuits, the brain shouts - Danger, Danger - or the equivalent. And we conjecture the source of the information is in error.

Supporting Research

In 1979, a Stanford psychologist by the name of Charles Lord ran some experiments to determine what happens when citizen are presented with conflicting information. He assembled 24 proponents of capital punishment and 24 opponents and presented each group with research that refuted their beliefs. What he found was that both sides found arguments to hold their primary thinking. At Emory University in Atlanta, brain scans done while similar conflicting information experiments revealed that the rational part of the brain was not engaged at all - just the emotional centers. And when individuals came to a end that confirmed their primary belief, their repaymen centers kicked in. As a result, the primary idea was reinforced and no change in beliefs occurred. You have no doubt heard that "seeing is believing." But the research shows the opposite -- believing is seeing.

Getting a change in Beliefs

So how do you get citizen to think differently and embrace change? Denning found that productive leaders institute presentations in a distinctive three-part pattern. First, they get the attentiveness of the audience. Second, they stimulate a desire for a separate future. Third, they reinforce the desired hereafter with reasons why it will work.

The first step - getting attentiveness - is important because citizen will be preoccupied with their own thoughts and activities. And the best way to get their attentiveness is to personalize the message and give them something to recognize with at an emotional level. Stories about citizen in similar situations who found a good way are the right kind of stories. Also useful are stories that champion the underdog because most citizen root for the underdog.

Next, help citizen see a new hereafter -- one that is desirable. Martin Luther King was a compelling story teller. In possibly his most supreme address, the "I have a dream" speech, he invited citizen to come along as he explored his foresight for the future. To see the hereafter you describe, citizen have to believe it is attainable. The proof is best that illustrates how it has been done before, or why it is potential to generate for the first time.

Finally, reinforce the foresight with reasons. The decision to change is an emotional one - a choice requiring a thinking mindset to look at strange ideas with an open mind - but the ideas must still be supported. If you contribute the reasons first, you risk that citizen will ask your credibility and tune you out. However, if you first garner attention, construe a compelling hereafter that citizen want, then construe how it can be realized, then -- and only then -- will the intellectual reasons for the change and its benefits make sense. In addition, your reasons should be presented as stories because citizen everywhere recognize more directly with stories than with lists of facts. Stories give your consulation punch and contribute an emotional appeal. In your stories, you must recite what the change is, how it will advantage the characters in your stories, and how the change will be implemented between the now and the not yet.

In summary, three steps are required to help citizen see and adopt a change in belief. First, get their attentiveness and generate an emotional bond. Two - elicit a desire to change by helping citizen visualize the hereafter and how it will advantage them. Third - contribute the supporting reasons for change. To do this well, you have to specialist the audience's story - understand exactly where they are arrival from. You also have to cultivate description intelligence and commit to telling no ifs ands or buts true stories. Once you do that, you are on your way to development change happen - maybe even running for president.

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