Fighting Change and Sustaining Motivation – Module 5

Have you ever been faced with individuals with low self-efficacy when it comes to trying out new technologies? Or do you as an individual feel you are that person slow in accepting or trying new technologies?

From my experience as Project Manager, I find it ever so often that individuals are not always open to a new idea of change. In my experiences, this is due majorly to the following:

a. People do not want to be the scapegoat in trying out the new technology
b. They can not seem to see pass the effort needed now to implement the change talk less of using the new tool
c. The benefits or advantages is not obvious to the eye nor are they able to see the value add of such tool

The most common attitude or behavior I see in my colleagues when it comes to trying out new technology or a new process, is the lack of interest or motivation and sometimes I experience delay in getting things done. If benefits in terms of advancement are not presented to show how useful it will be to them, the resistance to change becomes very apparent in the individuals and in the effort put forward in completing tasks.

Using the Keller’s ARCS model, I have discovered some of the ways success can be encouraged and change can be embraced. John Keller discovered four key steps /process that can increase and maintain motivation in a learning process. This process is also helpful to consider when experimenting a new technology. The four steps are Attention, Relevance, Confidence and Satisfaction.

Attention: Create a buzz; present issues, difficulty and disadvantages with current technology or process.

Relevance: Tie it back to the overall company goals and how such process is a value add to them performing their job function in a value add manner and being more efficient; working smarter and not harder.

Confidence: This almost comes natural in most situations once you can prove the relevance of the process or technology. However, one can go a step further by presenting opportunity for people to critique the process or tool; a brown bag session on opinions and thoughts on the process or change. It is imperative to also provide decision power opportunity when applicable. They can decided what part of the process they would like to modify or tailor to their needs

Satisfaction: Nothing is as valuable in a workforce than a good and comprehensive feedback. At each an every project, process change or tool implementation, I send to individual team member ½ to 1 page feedback which includes area of strengths, weakness and areas of improvement which I make open for any further discussion. The critical factor here is the timely manner in which it has to be done. In addition where needed or necessary, we have a mini-get -together to celebrate success.

It is one thing to inspire and create motivation in people, it is another to sustain it and keep it going through all level of a change implementation.