How we change what others think, feel, believe and do
Influencing Congruent, Unbiased Change: serving with integrity
Guest articles > Influencing Congruent, Unbiased Change: serving with integrity
by: Sharon Drew Morgen
Our jobs as influencers is to help Others achieve their own brand of excellence, using their own unique values and standards. Sadly, too many of us â€“ coaches, leaders, sellers, consultants, doctors, parents â€“ try to get Others to accede to our viewpoints and suggestions, believing we have information or solutions that offer â€˜betterâ€™ choices than the ones they've made. We're telling them, net, net, that weâ€™re smarter, that we think our ideas are better than their own.
And the results arenâ€™t pretty: we end up restricting possibility and creating resistance, conflict, antagonism, or disregard, regardless of the efficacy of what we have to offer. In this article Iâ€™ll explain why and how we end up creating the very resistance we hope to avoid, and introduce new skills to enable us to truly serve.
WE CONNECT THROUGH OUR OWN SUBJECTIVITY
Regardless of the situation, when we try to effect change using our own viewpoint or beliefs, our biases and expectations cause us to inadvertently alienate those who might need us. As a result, we ultimately influence only a percentage of those who need our help â€“ those who already basically agree with us. Hereâ€™s how we restrict our interactions:
Biased listening: We each listen to Others unconsciously, through unique and subjective filters (biases, triggers, assumptions, habitual neural pathways, memory channels), regardless of our concerted attempts to accurately hear whatâ€™s intended. As a result, through no fault of our own, what we think we hear is often an inaccurate translation of what was meant and not what the speaker intended. So our Communication Partner (CP) might say ABC but we actually â€˜hearâ€™ ABD (And yes, we often hear something quite different than what was said although it shows up as â€˜realâ€™. Read article on how this happens.) and our brains donâ€™t tell us weâ€™re misunderstanding.
I wasnâ€™t fully aware of the extent of this until I researched my book on how to hear others without bias. With the best will in the world we end up only accurately hearing, and thereby responding to, some percentage of the message our CPs intend. Itâ€™s outside of our conscious awareness. But itâ€™s possible to remedy by listening with a different part of our brain. More on this later.
Fact #1. We hear Others through our subjective biases, assumptions, triggers, habituated neural pathways, and beliefs, causing us to unintentionally misinterpret the message intended, with no knowledge that what we think weâ€™ve heard is mistaken. Obviously this effects both sides of a communication (i.e. Speakers and Listeners).
Subjective expectations: We enter into each conversation with expectations or goals (conscious or unconscious) thereby restricting or misinterpreting whatâ€™s been said, and often missing avenues of further exploration.
Fact #2. Entering conversations with goals or expectations (conscious or unconscious) unwittingly limits the outcome and full range of possibility, and impedes discovery, data gathering, and creativity.
Restricted curiosity: Curiosity is both triggered and restricted by what we already know, i.e. you canâ€™t ask or be curious about something you have no familiarity with to begin with. Using our own goals to pose questions that are often biased, assumptive, leading, etc. we inadvertently reduce outcomes to the biases we entered the conversation with; our subjective associations, experiences, and internal references restrict our ability to recognize accurate fact patterns during data gathering or analysis.
Fact #3: We enable Othersâ€™ excellence, and our own needs for accurate data, to the extent we can overcome our own unconscious biases that restrict the range and focus of our curiosity.
Cognitive dissonance: When the content we share â€“ information, ideas, advice, written material - goes against our CPs conscious or unconscious beliefs, we cause resistance regardless of the efficacy of the information. This is why relevant solutions in sales, marketing, coaching, implementations, doctorâ€™s recommendations etc. often fall on deaf ears. We are unwittingly causing the very resistance we seek to avoid as we attempt to place perfectly good data into someoneâ€™s idiosyncratic, habituated belief system that runs different to our own.
Fact #4. Information doesnâ€™t teach Others how to change behaviors; behavior change must first be initiated from beliefs, which in turn initiates buy-in.
Systems congruence: Individuals and groups think, behave, and decide from a habitual system of unconscious beliefs and rules, history and experience, that creates and maintains their status quo. We know from Systems Theory that itâ€™s impossible to change only one piece of a system without effecting the whole. When we attempt to offer suggestions or advise that runs counter to the normalized system, we cause Others to risk systems congruence and internal disruption. Hence, resistance.
Unfortunately for those of us trying to effect change in Others, itâ€™s important to remember weâ€™re outsiders: as such, we can never fully comprehend the ramifications of adding our new ideas or solution, especially when every group, every person, believes itâ€™s functioning well and their choices are normalized and habituated. Just because it seems right to us doesnâ€™t mean itâ€™s right for another. Sometimes maintaining the status quo is the right thing to do for reasons we can't understand; sometimes change can occur only when internal things need to shift in ways we cannot assist with.
Net net, we pose questions biased by our own need to know, offer information and solutions that we want to be adopted/accepted, and focus on reaching a goal we want to reach, all of which cause resistance: without buy-in and a clear route to manage any fallout from the potential change that a new element would cause (regardless of the outsiderâ€™s belief that change is necessary), congruent change canâ€™t occur.
Fact #5: Change cannot happen until there appropriate buy-in from all elements that will be touched by the change and there is a defined route to manage any disruption the change would entail.
We are indeed limiting all of our interactions to helping only those few who are entirely set up to change (the low hanging fruit) and failing with those who might need us but arenâ€™t quite ready.
INFORMATION DOESNâ€™T FACILITATE CHANGE
As influencers, we mistakenly believe that by offering â€˜goodâ€™ (relevant, accurate, instructive, empirical) information, the Other will not only interpret it the way it was intended, but know how and why to use it. But our CPs can only hear us through subjective filters and may not recognize, or will feel compromised by, what weâ€™re trying to say. Remember: Others will not considering changing in ways that challenge their status quo.
We can, however, shift from having the answers to helping others achieve their own type of excellence (regardless of whether or not it shows up looking like we envisioned). In other words, we can help our CPs change themselves. Indeed, by thinking we have the answers, by driving our own outcomes, we lose the opportunity to serve, enable real change, and make a difference.
Donâ€™t take the need to maintain the status quo lightly. Even patients who sign up for prevention programs have a history of non-compliance: with new food plans, or recommendations of exercise programs that challenge the behaviors they have habituated and normalized (for good or bad), they donâ€™t know how to remain congruent if they were to change. (Note: as long as healthcare professionals continue to push behavior change rather than facilitate belief change first, non-compliance will continue.)
Itâ€™s possible to facilitate the journey through our CPs own hierarchy of values and rules, enable buy-in and agreeable change, and avoid resistance â€“ but not by using conventional information gathering/sharing, or listening practices as they all entail bias that will touch only those with the same biases.
To enable expanded and managed choice and to avoid resistance, we must first help Others recognize how to congruently change their own status quo. They may have buy-in issues or resource issues; maybe their hierarchy of values or goals would need to shift, or their rules. By focusing on facilitating choice/change first we can teach Others to achieve their own congruent change and then tailor our solutions and presentations to fit. Otherwise, our great content will only connect with those folks who already mirror the incoming data and overlook those who might have been able to change if they had known how to do so congruently.
THE SKILLS OF CHANGE
Iâ€™ve developed a generic Change Facilitation model, often used in sales (Buying FacilitationÂ®) and coaching, that offers the ability to facilitate change at the core of where our status quo originates â€“ our internal, idiosyncratic, and habituated rules and beliefs. Developed over 50 years, Iâ€™ve coded my own Aspergerâ€™s systemizing brain, refitted some of the constructs of NLP, coded the system and sequence of change, and applied some of the research in brain sciences to determine where, if, and how new choices fit.
Using it, Others can consciously self-cue â€“ normally an unconscious process â€“ to enable them to discover their own needs for change in the area I can serve, and in a way thatâ€™s congruent with the rules and beliefs that keep their status quo in place. I've trained the model globally over the past 30 years in sales, negotiation, marketing, patient relationships, leadership, coaching, etc. Below I introduce the main skills Iâ€™ve developed to enable change and choice â€“ for me, the real kindness and integrity we have to offer. Itâ€™s possible to lead Others through
For those interested in learning more, Iâ€™m happy to chat, train, and share. Or feel free to use my thoughts to inspire your own model.
Listening for Systems: from birth weâ€™re taught to carefully listen for content and try to understand the Otherâ€™s meaning (exemplified by Active Listening) which, because of our listening filters, often misses the underlying, unspoken Metamessage the speaker intends. By teaching the brain to disassociate and listen broadly rather than specifically, Systems Listening enables hearing the intended message at the root of the message being sent and supersedes all bias on either end. For those interested, read my article on how our listening restricts our worlds.
Facilitative Questions: conventional questions, used to gather data, are biased by the Speaker and interpreted in a biased way by the Responder. The intent of Facilitative Questions (FQ) is to lead listeners through a sequential discovery process through their own (often unconscious) status quo; not information focused and not biased, they are directive, and enable our CPs to discover for themselves the full range of elements they must address to achieve excellence. Here is a simple (out of sequence) example of the differences between conventional questions and FQs. Note how the FQ teaches the Other how to think:
Using specific words, in a specific order, to stimulate specific thought categories, FQs lead Others down their steps of congruent change, with no bias. Now we can be part of the process with them much earlier and use our desire to influence change to positive effect. We can actually help Others help themselves.
Steps of change: There is a habituated, idiosyncratic hierarchy of people, rules, values, systems, and history within each status quo. By helping our CPs navigate down their hierarchy they can discover and manage each point necessary to change without disruption or resistance. Until they know how to do this â€“ and note, as outsiders we can NEVER understand this - they can take no action as their habitual functioning (their status quo) is at risk. Offering them our information is the final thing theyâ€™ll need when all of the change elements are recognized.
To me, being kind, ethical and true servants, being influencers who can make a difference, means helping Others be all they can be THEIR way, not OUR way. As true servant leaders and change agents we can facilitate real, lasting change and then, when Others know how to change congruently, our important solutions will be heard.
Sharon Drew Morgen is the visionary behind Buying FacilitationÂ® - a change management model that includes learning how to Listen for Systems, formulating Facilitative Questions, and understanding the steps of systemic change. For those of you wishing to learn more, take a look at the program syllabus. Please visit www.dirtylittlesecrets.com and read the two free chapters. Consider reading it with the companion ebook Buying FacilitationÂ®
Sharon Drew is the author of the NYTimes Business Bestseller Selling With Integrity, as well as 6 other books on helping buyers buy. She is also the author of the Amazon bestseller What? Did you really say what I think I heard? Sharon Drew keynotes, trains and coaches sales teams to help them unlock situations that are stalled, and teaches teams how to present and prospect by facilitating the complete buying decision process. She delivers keynotes at annual sales conferences globally. Sharon Drew can be reached at firstname.lastname@example.org 512 771 1117
Contributor: Sharon Drew Morgen
Published here on: 26-Nov-17
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