CH-CH-CH-CHANGES, AN OPEN MANIFESTO

I have been studying it. I am, all the time. Challenges, struggles. Behaviour-change as a medium for business development.

Transformations are the means for achieving renovations, evolutions. For overcoming past practices that are not useful anymore. Changes are needed for transformations to be. And human behaviours have to adapt and become new habits.

We know people resist to be changed. It's a personal matter.

Yes, But. They don't really resist change, but the pains that come with it.

And then, when you are someone who is managing people or a team or a project, this questions may keep you awake at night:

How can we make behaviour-change less painful?

And why is it so painful, for a start?

Here comes then, this manifesto. Ten points. Work in progress:

1) Why is this struggle happening? I want to know, I want to see, I want to understand.

Can you help me understand some part of it? Let's have a talk and learn it together.

2) I want others to know, see and understand.

I want to share knowledge. Find the best solutions and practices and spread the word.

3) I realised communication as an art holds the key to successful smooth collaborations for making things happen.

(this is why I started to write NUDO)

Big and little behaviour-changes are a matter of how strategies are shared.

I say "shared" instead of communicated intentionally. Because we humans crave for belonging and feeling included, being part of a group. Communication can be cold and unidirectional —I bet you have experienced some of that before. (and remeber people don't resist change; they resist to be changed)

4) Everyone leading a team/project/product/company needs to be a transformations strategist. Strategy is the key here.

Transformations can be disguised as novelty, improvement, new try, what if, experiment, growth hack, tactic, and so on.

But it is the strategy part the one that holds all the action power.

Strategy is mostly how you will share information and (anticipating) how this information will be received.

5) Perceived effort and primacy effect are the two most important cognitive principles affecting how information is received.

(Behavioral science teaches that)

How information is shared is the beating heart of the terrible beast.

Information can be shared with love or with fear.

Love or Fear.

6) Love is the sum of emotions that brings people together. For a common cause.

Love is the answer to all the questions. Love speaks volumes also in organizations and enterprise environments.

So how can we put LOVE 1st?

7) Fear is the symptom of so many resistances. Or maybe also the cause.

Loss aversion, fairness, FOMO, social proof, uncertainty, and reciprocity explain the behaviour of many in the (people) management industry.

To combat or prevent fear, organizations and leaders try to create engagement and trust.

8) But engagement and trust, how far are this theoric concepts from the reality that teams and individuals live in their organizations?

The feelings they get from the real experience?

Engagement & trust are intellectual concepts that come as a result of a chain of actions, it's not a tool that someone can use: it is not manageable.

How do you build engagement & trust?

9) It's the little nudges as a whole that unblocks and transforms processes in something smoother with manageability.

Because resistance is created in the workflow too, not only in the way that we share information about our strategies. Many, and sometimes invisible, little changes influence in the way someone behaves in relation to the others. Hopefully for good when you know how.

How do you put little changes into practice in the workflow and in the information management systems?

I'm interested in exchanging knowledge with clever minds and smart fellows that are the transformative champions. To help them be more effective at saving energies and time. To share their wisdom with other people who need to be aware. Being aware of how small tiny little nudges in the way we do every day repeatable tasks and actions can have an enormous impact on how the people we work with receive our inputs.

A positive impact in their feelings. Because when people feels included as part of the decision-making, part of the strategic cool people, they don’t resist anymore. Love.

10) I can proof that trust and engagement come from a subtle combination of new smooth, simpler & smart ways of doing everyday tasks that makes things easier for everyone.

And this is a dynamic and actionable part of the organizations' culture.

I am still studying it and eager to learn how can we keep it up, improving and making transformations less chaotic and less painful for the people who have to implement them.

Join me or better invite me to join your team of thinkers interested in analysing the behaviour and habits of your champions.

I like to participate in (or organise) talks and collective intelligence meetups about how to make innovations and transformations happen quicker and with less effort. About how to become a better leader.

I develop custom solutions as my strategic and operational efficiency tools with genAI.

You know where to find me.