Change Success – Analysing drivers of change

Following on from our previous video on change success, we’re looking for the final time at the full model of planning for and executing change as proposed by Dr. Chris Mason. This statistically proven model helps you to make practical efforts to change your chances of success. 

The formula is__R__ (Readiness) x C (Capability) x B (Beliefs) = Change Potential. Behind this formula, there are 10 drivers that contribute to these factors and their influence on your success. Scoring these drivers helps you to calculate how likely you are to be successful in your change. 

How to Facilitate the Model 

Readiness, the first factor, represents how prepared your organisation is for change. The drivers behind this change readiness are: 

  • Leadership support: Do your team feel like they have the backing of those in charge to be able to complete this change? 
  • Need for change: Does everyone understand why there is a need for this change, or is there still some confusion about why this action is being taken? 
  • WIIFM, or what’s in it for me: Do your team feel there is a personal stake or motivation that makes this change worth their time? Do they feel as though there is a benefit even if it’s not for them directly? 
  • Change process: Is your roadmap clear? Does everyone feel confident in what they need to do? 
  • Confidence: Has your organisation typically failed to change? What can you do to address a lack of confidence? 

For these drivers, the higher the score, the more confident your team is in each driver. 

Capability, the second factor, calculates how capable you are of executing a change. The drivers behind this change capability are: 

  • Personal capability. As individuals, are there concerns that you and the team can execute this change? Is more training or confidence needed? 
  • Organisational capability. Will you find yourself in difficulty when trying to add this change on top of your normal business?

For these scores, the higher the score, the more capable your team feels. 

Beliefs, the third factor, shows how much you as an individual, your team, or your organisation believes in the change. The drivers behind these change beliefs are: 

  • Significant others: Would the people important to your team be proud of or admire the results of this change? 
  • Perceived difficulty: How hard does this change seem to you or your team? Does it feel overwhelming? 
  • Attitude: Does your team have a good mindset towards growing and changing, or are they resistant? 

For these scores, the higher the score, the better significant others will think of the team, the easier the task seems, and the better the attitude towards the change. 

Step-by-step guide to using the Change Success Model: 

1. Introduce the subject of the change to be made with your team. On a board, write out the formula R (Readiness) x C (Capability) x B (Beliefs) = Change potential, and list the following factors with potential scores:

  • Leadership support: score/6
  • Need for change: score/6 
  • WIIFM, or what’s in it for me: score/6 
  • Change process: score/6 
  • Confidence: score/6 
  • Personal capability: score/20 
  • Organisational capability: score/20
  • Significant others: score/10 
  • Perceived difficulty: score/10 
  • Attitude: score/10 

2. Ask your team the questions listed in the Facilitate the Model section above. 

    3. Write down a group score for each factor, encouraging honesty from yourself and from the team. Where do you truly score against these measures? 

    4. Calculate your Change Success driver score, e.g.: 

    • Leadership support: 5/6 
    • Need for change: 3/6 
    • WIIFM, or what’s in it for me: 2/6 
    • Change process: 4/6 
    • Confidence: 2/6 
    • Personal capability: 16/20 
    • Organisational capability: 10/20 
    • Significant others: 8/10 
    • Perceived difficulty: 4/10 
    • Attitude: 4/10 

    The maximum score is 100. 

    5. Calculate the percentage of driver potential, e.g. 58/100 = 58%. This shows that you are not ready for change – and the individual scores for each driver show you where work needs to be done. 

    6. Work on ideas on how to improve on your scores. How would having a higher score for each driver make a difference? 

    7. Draw up a plan of action for each driver to help you drive a change successfully. 

    Remember, all these drivers and factors influence each other. Each driver can have a significant impact on your ability to drive change, and it is important to consider them. Using authority to drive change is not the best way – encouraging your team to work through the change process with you gives you a higher chance of success.