How we change what others think, feel, believe and do
Some Truths about Systems
Guest articles > Some Truths about Systems
by: Sharon Drew Morgen
As a Change Facilitator, I often get asked about the nature of decision making, change, and buy-in. Since folks are often surprised that my responses have such a sharp focus on systems, I thought it might be an interesting conversation to start among influencers. To that end, Iâ€™ve jotted down a few of my favorite â€˜lawsâ€™ of systems that might help explain my intense respect for them. Here are my thoughts on how and why systems are not only central to change, but the glue that makes the status quo so substantial.
Systems are the core - the foundation, the status quo - of congruent human structures (people, teams, companies, families) and are based on everything involved agreeing to the same rules and beliefs that specify the operating rules for behaviors. (Itâ€™s obvious. Do you think IBM and Google and Uber all operate out of the same foundational rules and operational beliefs?).
This system gets up every day and replicates itself so it not only creates the status quo, but maintains it. All systems resist, and potentially misinterpret, anything from outside that threatens it. Until or unless there is a systemic understanding that there will be no/minimal disruption â€“ certainly no change without buy-in from the elements â€“ change will not occur.
Each system (each family, each person) is unique and idiosyncratic, unknowable to an outsider due to its unconscious nature, history, patterns, and Hierarchy of Beliefs and rules.
For those of us in sales, coaching, leadership, consulting, or any type of change management, we often use content/information (initiatives, information, education, pitches, marketing, advice, etc.) or our own intuition and needs for the Other as the means to invoke change, assuming that offering the right data, in the right format, will teach someone to do something differently.
Yet change doesnâ€™t happen as a result of information, regardless of how critical it is, unless the system has already determined its willingness and ability to change congruently, with buy-in from all effected elements. Change only happens systemically, when the foundational beliefs are ready, willing, and able to change. Until or unless the system learns how to facilitate and incorporate new congruent choices, or reprioritize the existing Hierarchy, change cannot occur.
Conventional practices include posing conventional (biased) questions that elicit answers as per the Askerâ€™s needs and curiosity, filtered through biased listening, directed toward behavior change (rather than belief change) and use biased content to convince/influence/rationalize the system to acquiesce. Change only happens when the system has already agreed, and knows how to manage any change so there is no disruption (or there will be automatic resistance); change cannot happen when the system believes it will become unstable as a result.
A good rule of thumb: no one, and nothing from outside the system can change it so long as conventional questions and curiosity, biased content or convincer strategies, are used. Systems must change themselves from within. This is the reason why sales closes such a small percentage of prospects, why coaches have permanent success with so few clients, and why 97% of all implementations fail.
And this is why change appears to be so hard. Itâ€™s not. Weâ€™re just going about it ineffectively. By merely attempting to change behaviors, we actually cause the resistance we get, only capture those who are â€˜readyâ€™ (the low hanging fruit), and miss an opportunity to facilitate and enable those who CAN change.
Iâ€™ve developed a Change Facilitation model (Buying FacilitationÂ®) that manages congruent change through a unique skill set, including Listening for Systems and formulating Facilitative Questions (directive and action inducing, not information driven or biased) that enable a system to discover its own route through to congruent change and its own brand of excellence. Different from conventional sales, coaching, etc. that run the risk of pushing change, facilitators enable the system to change itself, with no bias from the influencer, and results of greatly enhanced success.
Over the last 35 years, Iâ€™ve trained the model globally to corporations and teams in sales (Buying FacilitationÂ®), coaching, leadership, consulting, and communication (What? Did you really say what I think I heard?). Itâ€™s a generic model that can be used in any industry (clients include banking, consulting, insurance, tech, project implementations, wellness (doc/patient buy-in), real estate, research, travel, etc.) in any format (i.e. sales pitches, marketing articles, websites, questionnaires, customer service, team building, doctor/patient relationships, buy-in, etc.) and enables congruent buy-in and Change Readiness.
For those ready to add a new capability to their current influencing practices, Iâ€™ve designed several approaches, from self-guided study, to learning programs, to coaching. Let me know of interest.
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: 3-Jul-17
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