Why digital change is hard for people and how to make it easier
"In a world of increasing interconnectedness and rapid change, there is a growing need to improve the way people work together. Understanding the true drivers of human social behaviour is becoming ever more urgent in this environment.”
– David Rock, NeuroLeadership Institute.
As a rule, humans don’t like change. It’s difficult and disorienting for us. It can be scary and threatening. It’s also a part of life and, for those of us working in digital, a mainstay of our work.
The SCARF model describes the elements of human social experience that can make people feel threatened or afraid, triggering unwanted or unhelpful responses. SCARF stands for five domains of human social experience, which are hard-wired into our brains:
- Status
- Certainty
- Autonomy
- Relatedness
- Fairness
It’s a useful model for anyone involved in, or affected by, organisational change precipitated by a shift towards digital ways of working, connecting and delivering.
Minimising threat and maximising reward is the main motivating principle behind our social behaviour. Understanding this and keeping it in mind when pushing for, steering or navigating change helps us to make the ride less bumpy. It allows us to design processes and interactions that align with this human motivation.
If we address these aspects of human experience, people will be more likely to feel positive about the change itself. As a result, it’s more likely to be successful.
A statement like “everything we do needs to be digital from now on” can immediately unsettle all SCARF domains. Let’s explore what this might look like and what we can do to keep our change on track and look after our people.
Status, or importance to others
"I don’t work in digital, people don’t think my skills and experience are needed."
If people feel that their status is being threatened, they are less likely to be supportive of a digital change endeavour.
Involving people in the development of audience journeys can be a good, practical way to demonstrate to non-digital colleagues how and where their expertise and knowledge fits into the picture. And where there might be opportunities for them to develop digital skills.
Certainty, or ability to know the future
"I’ve no idea what this means for me."
Taking the time to explain the vision and creating space for people to ask questions at any level of detail around their day-to-day and what it will look like in the new world is really important. Listening to people’s concerns and making them feel heard is also crucial.
You may not have all the answers, but you can help people to feel more comfortable with the uncertainty by reassuring them that their questions have been heard and that you will search for answers to them together. Trust is important for this, which is why building trust early in any process of change is crucial.
Try to create certainty for people around their importance. Explain that, even if the future looks messy and vague, they will have a role to play.
Autonomy, or sense of control over events
“I want to have a say in this and to shape this, will I be heard? I want to control it before it gets out of hand.”
When people’s inner control freak kicks in, give them agency. Look for opportunities to get input and feedback and actively seek help from people in shaping the detail. Choose carefully when to dig your heels in and when to accommodate people’s suggestions, wishes and views.
Involving people in this way will keep them energised and will help to implement the change.
Relatedness, or sense of belonging
“This is about the digital people. This doesn’t concern me. This is nothing to do with me.”
Some people may disconnect themselves from the process. But these are usually some of the most important people to think about. They have a part to play either in managing the change, or in taking on a different role.
Try to create an inclusive vision in which people can see a role for themselves.
Helping people see how the change is relevant to them and where their contribution is important will connect them to the bigger picture. Helping people understand the impact on their role will show them that they have a place.
Digital is everyone’s issue and everyone’s opportunity. Working with people to create a plan for how they can transition to a changed environment will help make them connected to the process.
Fairness, or just exchanges between people
“Why is this change happening? Why wasn’t I consulted?”
Some people will find it hard to look at change from more than just their perspective. Especially if they have their own ideas of how things need to change. This can sometimes lead to people feeling that their experience and ideas are not heard and implemented and they feel that the process is unfair.
It’s important to explain the rationale for a vision clearly. Communicating with passion and conviction why this is the right thing for the organisation and for them will help build trust in the process and in the leadership. Looking for opportunities to incorporate people’s ideas where possible and highlighting where they can contribute and help shape the implementation can also minimise feelings of unfairness.
Mantras for change management
These five tips can really help smooth the path to successful digital change:
- Get clear about the vision.
- Communicate the vision over and over – constantly reminding people of the destination.
- Listen to people’s feedback and respond to their concerns (without trying to solve everything for everyone).
- Control your inner control freak.
- Create space for solutions that come from others.
