Just recently, I attended a presentation by Dan Heath covering the tenets of his new book: Switch. Focused solely on how to make change happen, I was struck by the simplicity of the methods. Heath spoke about balancing appealing to the rational and emotional sides of the brain as well as ensuring one’s environment is clear of obstacles.
Simple but powerful. This got me to think about appealing to emotion in the workplace to inspire change. I agree with Heath that we make change decisions, generally, with our emotions not necessarily through logic.
If we were totally rational, then none of us would drink alcohol or smoke cigarettes because, logically, we know they are bad for us. My father is a borderline diabetic and when the doctor told him he was not allowed to eat doughnuts because of their lack of nutritional value, my father quickly countered with: “But, what about their emotional value.”
In the workplace, would appealing to emotion work on enterprise-wide changes, like technology implementations? How would we appeal to emotion to get people to submit stories to our knowledgebase?
I think for years I’ve been trying to rationally sell people on the benefits of sharing – reuse, saves time, better quality product, more collaborative, even increased sales but I wonder about selling on emotion. What would that look like?
Heath relayed a purchasing story where the company’s new head of procurement gathered all the 350 different kind of gloves their plants were independently buying and brought them to a leadership meeting. This was his argument for centralizing purchasing. When the leaders saw all the different gloves and the fact that they were paying different prices for the same glove, they make the switch.
COuld we do the same with storytelling and sharing content? Could we gather all the disparate selling techniques and products we produce to demonstrate how one could have benefited from the other? Would this convince people to start sharing? Hmmm….that might be something I try.