Using organizational psychology to Manage your Boss
In the first installment of our exploration into the art of influencing change we delved into how behavioral economics, particularly through the insights of Dan Ariely, can unlock the doors to innovative thinking and overcoming the "we’ve always done it this way" mindset. We discussed the importance of anchoring our proposals to shared goals, the persuasive power of highlighting potential losses over gains, and the subtle art of fostering a sense of shared ownership. Given the complexity and critical nature of this topic, (and the frequency with which I am asked about it) it's clear that a single discussion could barely scratch the surface of managing up, and leading change.
So let’s sally forth into “Part Deux.” (I am writing this in New Orleans)
We’e going to expand toolkit by exploring the work of Adam Grant, the organizational psychologist, and focus on how nudging—through proactive suggestions, creating environments of psychological safety, and embracing diverse perspectives—can influence workplace dynamics and encourage even the most stubborn directors to adopt new ideas. This continuation is not just an extension but a deep dive into some different buy complementing approaches to navigating and leading change.
Adam Grant
Adam Grant, is leading voice on organizational psychology, through his books, podcasts and TED talks he offers profound strategies on nudging people—particularly our bosses—to foster a culture of flexibility and creativity. His work, notably in "Originals: How Non-Conformists Move the World," provides a treasure trove of methods to break the inertia of the "we’ve always done it this way" mindset.
The Power of Proactivity: Planting Seeds for Change
To make change happen we need to be proactive rather than reactive. This entails presenting new ideas not as confrontations with existing practices but as opportunities for growth and improvement. Often our enthusiasm for our idea and the change it requires comes at the expense of either tact or finesse, and often both. We write off what exists as worthless and present our idea as the only possible way. We Forget that what’s already in place was someone else’s idea, something they may have invested time and emotional energy in creating and evolving. Often, we need to slow things down and change the framing of our idea in order to better sell it. For instance, when suggesting a new program for camp, or a change in how we run a program, frame it as an addition to the camp's legacy of successful programs, or program safety rather than a replacement for something that might be seen as failing or outdated.
**The Method of Least Resistance: Making Change Feel Effortless**
We should also make the path to change as frictionless as possible. We can achieve this by aligning new ideas with existing workflows and preferences. For example, if your camp director is particularly fond of data-driven decisions, provide compelling statistics and case studies showing the success of your proposed changes in similar contexts. Though , anecdotally, it would appear most camp directors are the opposite. So, if the person you are trying to influence leans more towards intuitive decision-making, emphasizing "how things feel" over data-driven and analysis, your approach to introducing new ideas should cater to this preference. Tailor your proposal with an emotionally compelling narrative. For example, share a heartfelt story from a similar program that emphasizes the positive emotional impact on participants, like joy and a deeper community connection. Suggest visualizing the program's potential to enrich the camp's atmosphere and propose a trial to let the director experience its benefits firsthand. This approach aligns with the director's intuitive decision-making style, making the idea feel right and emotionally resonant for the camp. Or better yet use both, but lead with the emotion and then if asked present the data. We make decisions emotionally, though we think we are doing it rationally. Either way, it’s about weaving your innovative ideas into the fabric of what feels familiar and safe.
Grant also champions the solicitation of diverse perspectives to enrich the ideation process. Encouraging your boss to seek input from a broad array of staff can uncover unique insights and foster a stronger sense of communal investment in new initiatives. This approach not only enhances the quality of the idea but also builds a coalition of support, making the idea harder to ignore or dismiss.
Central to Grant's philosophy, and a central part of most camps identity, is the creation of psychological safety in the workplace—making it safe to express divergent opinions and propose novel ideas without fear of retribution. Camps are great at this. However, we sometimes lose sight of this when we are focused on the bottom line. Leaders should be encouraged to model this behavior, showing that it’s not only acceptable but encouraged to question the status quo and suggest improvements.
Of course, Grant acknowledges that none of this is without danger. Though he references the importance of enthusiasm in persuasion, he also warns against the perils of overconfidence. Balancing passion with humility and grounding proposals in evidence can make a compelling case for change. This means when you approach your boss with a new idea, it’s vital to show both your excitement for the potential impact and a well-reasoned argument supported by data.
Adam Grant’s insights into nudging people towards embracing change underscore the importance of strategic influence in the workplace. In the context of summer camps, where innovation can significantly enhance the experience for campers and staff alike, applying these principles can be the difference between stagnation and growth. By proactively suggesting changes, making the adoption process seamless, valuing diverse contributions, ensuring psychological safety, while persuasively presenting your ideas, you can turn resistance into enthusiasm.
As we continue to navigate the challenges and opportunities of managing up, let us draw upon the wisdom of behavioral economics and organizational psychology. By combining the teachings of Dan Ariely with those of Adam Grant, we equip ourselves with a robust toolkit for inspiring change. Remember, the goal is not merely to influence but to do so with integrity, empathy, and a deep commitment to the collective success of your camp. Let's not just propose changes; let's cultivate an environment where innovation thrives on every level, transforming our summers into spaces where every member feels empowered to contribute, innovate, and flourish. Together, we can pave the way for a future where change is not just accepted but embraced as a cornerstone of our growth and success. Remember there will come a time when you are in the big office and a young staff member is going to come in and suggest a major change to one of your beloved ideas.
