In the fast-paced world of business, crafting a brilliant strategy is only half the battle. The real challenge lies in its implementation, particularly when there is a change impact for people in your organisation.
As leaders driving change, we often encounter a wall of objections that can derail even the most well-thought-out plans. But what if these very objections could be the key to your strategy's success?
The reality of strategy implementation: Expectations versus reactions.
Picture this: You've spent months developing a new strategy with your leadership team. The data looks promising, the projections are exciting, and you're confident this is the direction your organisation needs to take. With enthusiasm, you present your vision at the company-wide meeting, expecting a wave of excitement. Instead, you're met with a barrage of responses:
"It's too complicated."
"We've never done that before."
"What's in it for me?"
"It's just old wine in new bottles."
"It won't work in our department."
Sound familiar? If you've ever led a significant change initiative, you've likely encountered similar reactions. While frustrating, these responses are entirely normal and even predictable.
Understanding the psychology of resistance: Fight, Freeze or Flight.
At its core, any new strategy represents change, and change triggers a complex set of reactions in the human brain. Rationally, most employees understand that strategic shifts are necessary for the organisation's success and customer satisfaction. However, our emotional responses often override this logical understanding.
When faced with change, our brains tend to default to one of three primary responses:
1. Fight: We resist actively, voicing numerous objections and finding fault with the new direction.
2. Freeze: We become paralysed, unable or unwilling to voice our thoughts or take action.
3. Flight: We try to ignore the change, hoping it will go away if we don't engage with it.
These responses are deeply ingrained survival mechanisms, and they can significantly hinder the implementation of new strategies if not properly addressed.
The change leader’s imperative: Creating a space for dialogue
The key to successful strategy implementation lies not in suppressing these reactions, but in creating a space where people feel free to express themselves. Each objection, each moment of hesitation, and each attempt to disengage contains valuable information that can strengthen your strategy and its execution.
As leader of change your role is crucial in creating such a safe space. But how do you create an environment where people are not afraid to give feedback and where all these diverse perspectives can be utilised constructively?
Breaking the resistance cycle: introducing the 6 Thinking Hats
Let me give you an example. One of the companies and the management team we work with decided on a new strategy. One of the pillars of this strategy is a different way of working. The leadership team is keenly aware that this is going to have a big impact on all the people in the departments because it requires different behaviour and collaboration. Despite the need for the new direction and their own enthusiasm about it, they are rightly concerned about how this message will be received.
Together with the transformation team we introduce the Six Thinking Hats. A simple yet powerful tool for group discussion and individual thinking developed by Edward de Bono. Each "hat" represents a different mode of thinking, allowing participants to approach a problem from multiple angles systematically.
Here's a brief overview of the six hats:
1. White Hat (Facts): Focus on available data and information. What do we know? What do we need to find out?
2. Red Hat (Emotions): Express feelings and intuitions about the idea, without justification.
3. Black Hat (Caution): Look at potential risks, difficulties, and problems.
4. Yellow Hat (Benefits): Explore the positives and probe for value and benefit.
5. Green Hat (Creativity): Generate ideas, possibilities, and alternative solutions.
6. Blue Hat (Process): Manage the thinking process, ensure the other hats are used properly, and draw conclusions.
The power of parallel thinking: Benefits of the 6 Thinking Hats
The thinking Hats is a very powerful way to activate the collective intelligence of the group to explore new concepts and difficult questions on the table.
By using this method, you can:
1. Create a safe space for all perspectives: The structured approach allows everyone to contribute without fear of immediate criticism.
2. Prevent groupthink: By deliberately adopting different thinking modes, you encourage diverse viewpoints.
3. Separate emotion from logic: The Red Hat allows for emotional expression, while other hats focus on more objective aspects.
4. Identify potential pitfalls early: The Black Hat thinking can reveal risks you might have overlooked.
5. Encourage creativity and problem-solving: The Green Hat promotes innovative solutions to challenges.
6. Build buy-in: By involving all stakeholders and addressing their concerns, you increase acceptance of the new strategy.
7. Improve the strategy: The diverse input often leads to refinements that make the strategy more robust and effective.
Most organisations are not used to thinking this way or to finding solutions by making use of lateral thinking. The moment a hypothesis is raised, we – as humans – are used to taking the fast way out and when we see a seeming impossibility, we disregard the option and work on something else. Lateral thinking views it the other way around: What if it is possible?
Pro-action Café: Putting the 6 Thinking Hats into practice
After some experimentation with the thinking hats in the leadership team, they were convinced that this is a great way not only to introduce the new strategy, but also to improve it collectively. And also a great way to already give immediate substance to the purpose of the strategy - collaboration and behaviour change. The Pro-action café was born.
Here is how to make it work:
In a series of workshops they invited all stakeholders, leaders and employees from all departments.
The transformation team introduced the Six Thinking Hats concept and its benefits in fostering comprehensive thinking.
The leadership team then presented their desired strategy in an honest and concise manner. And they also told why they chose this way of working with the thinking hats.
With the new strategy as main topic on the table we cycled through the hats, leading the group through each thinking mode, ensuring everyone "wears" the same hat simultaneously.
Red Hat allowed the participants to express their gut feelings and emotional responses. The discussions uncovered fears about job security, which were then addressed.
Black Hat thinking identified concerns, challenges and potential pitfalls, while Yellow Hat discussions highlighted new market opportunities.
The White Hat session revealed gaps in understanding, leading to additional research.
The Green Hat session generated innovative ideas for product features, and the Blue Hat helped prioritise actions and plan next steps.
The result? A refined strategy that the entire organisation could support, with clear actions to address risks and leverage opportunities.
Conclusion: embracing diversity of thoughts for strategic success
Implementing a new strategy is never easy, but it doesn't have to be a battle. By embracing the diversity of thought within your organisation and using structured methods like the Six Thinking Hats, you can transform resistance into a powerful force for positive change.
Remember, the objections and hesitations you encounter are not obstacles to be overcome, but valuable data points that can enhance your strategy. By creating an environment where all voices are heard and all perspectives are valued, you not only improve your strategic plans but also build a more engaged, committed team ready to turn vision into reality.
So, the next time you're faced with a chorus of "It won't work" or "We've never done it that way," don't despair. Reach for your collection of thinking hats and watch as resistance transforms into the catalyst for your strategy's success.
Apply what you’ve learned: Join our Mastermind - Climate for Change
Ready to experience the power of the Six Thinking Hats method firsthand? We're excited to announce our upcoming Mastermind Climate for Change session, specifically designed for HR and transformation leaders. Join us in Amsterdam on 9th October for an immersive workshop where we'll apply the Six Thinking Hats approach to a real-world case study.
This exclusive event offers a unique opportunity to:
· Network with fellow change leaders
· Gain practical experience with de Bono's method
· Collaborate on solving actual strategic challenges
· Sharpen your change management skills
Spaces are limited to ensure an optimal learning experience. If you're interested in participating in this transformative session, simply reply to this blog with "MASTERMIND". We'll reach out with further details and registration information.
Don't miss this chance to elevate your strategic thinking and drive meaningful change in your organisation!
Now it's your turn - Would this approach help you to create strategic breakthroughs in your organisation? share your thoughts in the comments.
Thanks for taking the time to read my article.
If you found this article valuable, then please share it with your network.
I look forward to connecting with you and collaborate to shape a thriving future for all.
Have a great day!
Alize Hofmeester
