4 Key Principles for a Strong Change Reinforcement Plan

Reposted from Don Harrison, May 15, 2019

This article is part of our AIM Methodology series.

What does it take to actually change behaviors and move to the future from the gravitational pull of the status quo? I can answer that in one simple phrase:

It's a simple, but a profound concept that is very often missed when organizations are implementing changes.

Building a Reinforcement Plan

There is a fundamental principle of human behavior that says people follow the Reinforcement. In other words, every time you see a behavior, there either is or was a reward for it. That's why one of the key elements of the AIM Change Management methodology is to develop a Reinforcement Strategy.

When I talk about Reinforcement, I am referring to the following three ways the behaviors you seek to see are encouraged:

• There are positive consequences for desired behavior
• There are negative consequences for failing to change
• Adoption of the new behaviors is easier, while the old ways are harder

People will change their behavior more quickly when there are positive rewards for the desired behavior, balanced with negative consequences for failing to change. You can't expect people to be motivated to make the leap to the unknown unless there is a strong motivation to do things in the new way.

Four Key Principles for Reinforcement

By following the four key principles of Reinforcement below from the Accelerating Implementation Methodology (AIM), and by applying them tactically throughout your initiative on an ongoing basis, you will be much more likely to motivate individuals to change their behavior.

1. Reinforcement needs to be from the Frame of Reference of the individual

For any Reinforcement to impact behavior, it must have meaning or value for the individual you are trying to motivate. But, don't assume you know what is meaningful to someone! Sometimes the best option is to ask!

2. Reinforcements must be applied as soon as possible following the behavior

Reinforcements must be directly connected to that behavior. You will never drive change if you just change the semi-annual performance review — it's way too infrequent. Reinforcement management is much less about your formal compensation and performance management systems and much more about the daily interaction between a manager and his or her direct report.

3. Employees must perceive a higher likelihood of positive consequences for attempting results

Employees must perceive there will be a higher likelihood of positive consequences for at least attempting to achieve results, versus negative consequences for making mistakes.

Why? Because people tend to focus on the negative much more than on the positive. Most people have experienced a situation where there was lots of positive feedback for some work effort, and just one, single negative comment. What sticks in our heads? That one negative comment, of course!

4. A menu of Reinforcements needs to be developed and applied

One of the major contributions Change Agents can make is to help Reinforcing leaders develop a menu of Reinforcements. In fact, it's one of the most important elements of good Sponsor Contracting. Reinforcements can be just about anything as long as they are meaningful from the frame of reference of the Target.

Examples of Reinforcements you can use:

• Assignment of new tasks or duties
• Larger inter-departmental role
• Public recognition
• Relief from unpleasant tasks
• Awards

The Power Lever for Change

People are motivated to change by meaningful Reinforcements. It's why I always say: