Elephants & The Art of Managing Up.

Like all good things our discussion on Managing Up needs to be a trilogy.  In the first two episodes we have looked at facilitating change through the findings of behavioral economics and the insights of organizational psychology, courtesy of Dan Ariely and Adam Grant. As we've discovered, nudging change requires a blend of strategy, empathy, and understanding — qualities that transcend the simple presentation of facts or the exertion of authority (of which you might have little).

None of this has really explained why our attempts to influence change so often fail.  To understand this we have to venture into the realm of moral psychology, guided by Jonathan Haidt's enlightening metaphor of the Elephant and the Rider, with this metaphor we can draw on everything we have learn so far and thread the needle, before tying it all together and influencing change.

Haidt's metaphor highlights the simple yet profound division within the human psyche: the Rider, representing our rational, conscious thought processes, and the Elephant, embodying our emotions, instincts, and unconscious. This duality offers a lens through which we can understand why change is often met with resistance. For change to happen both rider and elephant need to work together. The Rider might be convinced by logical argument, but if the Elephant feels threatened or unsettled, progress stalls. In the context of influencing a supervisor or navigating the complexities of workplace dynamics, recognizing this division is the first step towards effective change.

Strategies for Guiding the Elephant

Entrenched beliefs are stubborn because they are not solely, or even primarily, products of rational thought—they are deeply rooted in the emotional and instinctual parts of our psyche. To engage a supervisor in the process of change, we must first speak to their Elephant. This means crafting messages that resonate on an emotional level, aligning proposed changes with their values, and addressing their concerns in a manner that feels personally relevant and beneficial.

For instance, when suggesting ending a program and replacing it with a new educational program, frame it as an opportunity to enhance the camp's legacy—a legacy your supervisor is emotionally invested in. Highlight stories or scenarios where similar changes have led to positive outcomes, outcomes that align with or are in keeping with their own goals and values, thereby evoking a vision of success and fulfillment.  Turn their focus to the upside, of what is gained not what could be lost. That’s where their elephant is looking and will want to wander.

With the Elephant's attention and interest secured, the next step is to provide the Rider with a clear, rational path forward. This involves presenting evidence, outlining logical arguments, and demonstrating the feasibility of the proposed change. However, this information must be delivered in a way that supports the emotional engagement already established, ensuring that both the Rider and the Elephant are aligned in their movement towards change.

For example, back your emotional appeals with data and case studies that reinforce the benefits of your proposal. Make sure this data supports the arguments you have used to persuade the elephant. Offer a step-by-step plan that outlines how the change can be implemented smoothly, addressing practical concerns and minimizing perceived risks.

Next you need to create an environment that facilitates change, this is crucial. Drawing from the insights in Part Two, we recognize the importance of making the path to change as frictionless as possible. This means removing obstacles that might deter the Elephant and smoothing the way for the Rider. In practical terms, this could involve proposing pilot programs or phased implementations that allow for gradual adaptation, thereby reducing the emotional and logistical barriers to acceptance.

Consider the case of a camp that introduced a new, inclusive program aimed at fostering diversity and understanding among campers. (a difficult task down here in Florida) The camp director, initially resistant due to concerns about disrupting tradition and potential backlash, was approached with a strategy that appealed both to their emotions (highlighting stories of racial integration of camps from the 60s and 70s, something the director was passionate about, which though met resistance has had such a profound impact we can hardly imagine a world where this wasn’t the case, yet it was a clear reality only 50 years ago.) and their rational side (presenting data on improved camper satisfaction, engagement and potential program growth as the pool of camper family’s increases. By also outlining a clear, step-by-step plan for implementation and offering to start with a small, controlled pilot, the path was shaped for easy adoption. The result? A successful program launch that was met with enthusiasm from campers, parents, and staff alike.

As we navigate the challenges of influencing change, especially in roles where we seek to persuade those above us, the metaphor of the Elephant and the Rider offers invaluable insights. By engaging both the emotional and rational sides, crafting messages that resonate deeply and providing clear paths forward, we can transform resistance into movement.

The journey of change is complex, requiring patience, empathy, and strategic thinking, but with these tools in hand, we can pave the way for a future where innovation and growth are embraced at every level of our organizations. Let us move forward with the knowledge that change is not just about convincing the mind but also about winning the heart. Together, with an understanding of both the Elephant and the Rider, we can navigate the path to meaningful and lasting change.