Embedded Files
The fourth module is all about building traction and momentum for your change case. It’s about activating people around you to buy-in, empowering champions to lead and creating the conditions for continuous progress. It's about telling and retelling your story.
The fourth module is all about building traction and momentum for your change case. It’s about activating people around you to buy-in, empowering champions to lead and creating the conditions for continuous progress. It's about telling and retelling your story.
DELIVERIES & DATES THIS WEEK
DELIVERIES & DATES THIS WEEK
LIVE SESSION:
LIVE SESSION:
The live session will be held on 24 MAR from 15:00-16:30 CET with community organiser Mais Irqsusi. Make sure you work through the public narrative section - at a minimum watch the INSPIRING James Croft video as we will be debriefing it during the session.
TASKS & DELIVERIES:
TASKS & DELIVERIES:
- POD CALL: Planning the final live session
- FEEDBACK ON PROTOTYPES
- BUILDING YOUR MOVEMENT TASK
- INDIVIDUAL REFLECTION JOURNAL
See instructions for each delivery below. All deliveries should be uploaded as a PDF in the #5_building-momentum channel on Slack by Sunday
SESSIONS THIS WEEK
SESSIONS THIS WEEK
ROUNDTABLE
ROUNDTABLE
FRI 27 MAR 15:00 -16:00 CET
FRI 27 MAR 15:00 -16:00 CET
A CAPPUCCINO with Maria Mujica
CMO Latin America & E-Commerce Leader LA at MondelēzLEARNING KIT
LEARNING KIT
Building Momentum & Traction
Building Momentum & Traction
[30 Minute Read & Reflection]
[30 Minute Read & Reflection]
Building your movement
Building your movement
You’ve framed your change case, mapped it all out, identified key stakeholders and their needs. You've even started to prototype the future. But you can't do it alone. You need to build your coalition – the movement that will elevate your change case beyond yourself and your immediate champions. How can you make your change go viral?
You’ve framed your change case, mapped it all out, identified key stakeholders and their needs. You've even started to prototype the future. But you can't do it alone. You need to build your coalition – the movement that will elevate your change case beyond yourself and your immediate champions. How can you make your change go viral?
Building a movement may sound like a grand way to put it, but movement-building – even on a relatively small scale – is an essential part of driving change in an organization. It’s all about generating awareness, interest, engagement, commitment and ultimately evangelism for the change you're trying to drive.
But how do you do this? How do you capture people’s attention? Get them interested? Get them to care? Get them to support you and what you're trying to do? Get them to be champions?
To start with, here's a video you might have seen before. It's a short (and fun) metaphor about how movements start. It’s a few years old, but it has some timeless lessons.
To start with, here's a video you might have seen before. It's a short (and fun) metaphor about how movements start. It’s a few years old, but it has some timeless lessons.
Watch this video and reflect on your own change case. Who is the lone nut in your case? Who is the first follower? How close are you to your tipping point? Is the change public and easy to follow?
This video offers one way to think about how movements start and grow and suggests some of the tactics we can deploy to accelerate that process. But the dancing guy is just one approach.
The sections below draw from different disciplines and fields to further explore how movements build momentum and provide a range of principles and tactics to try out in your own context.
Reflect
Reflect
- Who represents the lone nut in your change case?
- Who represents the first follower(s)?
- How public and easy to follow is your change?
- How close is your change to reaching the tipping point?
How to shape your narrative
How to shape your narrative
There’s a Harvard Business School professor called Marshall Ganz who is famous in the realm of organizing for social change and political campaigns. Ganz has studied and create playbooks for how movements build in society and how leaders can create the conditions for collective action.
There’s a Harvard Business School professor called Marshall Ganz who is famous in the realm of organizing for social change and political campaigns. Ganz has studied and create playbooks for how movements build in society and how leaders can create the conditions for collective action.
Ganz believes that in order to motivate people to act, we must reach them at an emotional level, not only an intellectual one. Speaking to the head, with rational arguments, he says, will only get us so far. If we want to mobilize people to act, we must reach the heart. He calls it an emotional dialogue.
We can do this, Ganz, says through powerful stories, or narratives, that reach people emotionally and activate their values. He writes about the idea of public narrative: a type of story that calls people to action on three levels: why I am called to act? Why we are called to act? And why we are called to act now?
Read more in Ganz's brilliant article: Why Stories Matter
ACTION INHIBITORS AND ACTION MOTIVATORS
ACTION INHIBITORS AND ACTION MOTIVATORS
Action is generally prevented, Ganz writes, by a variety of action inhibitors, emotions or tendencies that hold people back, even if we may understand that we should act in a certain way. By reaching people on an emotional level – through powerful narratives – we can trigger those emotions that are action motivators, breaking through the inhibitors and compelling them to act.
This visual shows the five action inhibitors that Ganz describes alongside the corresponding action motivators that can overcome them...
Inertia can be overcome by activating a feeling of urgency. Ganz writes, "urgency can capture our attention, creating the space for new action."
Apathy can be countered with anger. Ganz says "anger often grows out of experience of a contrast between the world as it is and the world as it ought to be."
Fear may not be possible to eliminate, but we can empower people to act in spite of fear, but inspiring hope. Ganz writes: "one source of hope is experience of a "credible solution," not only reports of success elsewhere, but also direct experience of small successes and small victories."
Isolation paralyzes us because we are social creatures. Solidarity is that feeling of being part of something. This is activated through meetings, shared rituals, traditions, etc.
Self-doubt can be overcome by empowering a feeling that You Can Make a Difference. "The best way to inspire this belief is to frame what you do around what people can do, not what they cannot do."
Reflect
Reflect
- Which action inhibitors do you recognize in your context?
- Which action motivators could you activate?
PUBLIC NARRATIVE: SHAPING YOUR STORY
PUBLIC NARRATIVE: SHAPING YOUR STORY
So, the exercise of leading change often requires engaging people through a story that activates emotions that motivate toward action. But how do we shape this story? Where to start?
Ganz offers a framework for building powerful stories that are effective at triggering action motivators. This approach can be used to shape new stories or re-vitalise familiar ones. The idea is to connect three levels: the story of self, the story of us and the story of now.
James Croft skillfully paints pictures of the public narrative by sharing images of urgency, images from moments of story of self and Now. He also creates the feeling of an Us. Reflect on the following :
Which action motivators does he use? how does he portray them? recall the moments.
What values does James croft have? How did you know that? recall the moments.
Who can belong to this cause? which category of people? Who are the US in his story?
What's the source of hope in the story?
PUBLIC NARRATIVE IN ACTION
PUBLIC NARRATIVE IN ACTION
This 7-minute clip of Barack Obama giving his famous 2004 speech at the Democratic National Convention is a perfect example of all three elements of public narrative. He moves seamlessly from his story of self, to a story of us and finally a story of now...
Story of Self: "He recounts three key choice points: his grandfather's decision to send his son to America to study; his parents' 'improbable' decision to marry; and his parents' decision to name him Barack ('blessing'), an expression of faith in a tolerant and generous America. Each choice communicates courage, hope, and caring."
Story of Us: "He moves into his 'story of us' when he declares, 'My story is part of the American story,' and proceeds to list values he shares with his listeners—the people in the room, the people watching on television, the people who will read about it the next day. And he begins by going back to the beginning, to choices made by the founders to begin this nation, a beginning that he locates in the Declaration of Independence—a repository of the value of equality."
Story of Now: "After we have shared in the experience of values we identify with America at its best, he confronts us with the fact that they are not realized in practice. He then tells stories of specific people in specific places with specific problems. As we identify with each of them, our empathy reminds us of pain we have felt in our own lives. But, he also reminds us, all this could change. And we know it could change. And it could change because we have a way to make the change, if we choose to take it."
Quotes from: Marshall Ganz: Public Narrative, Collective Action, and Power
How to go viral (A Different Perspective)
How to go viral (A Different Perspective)
How can we activate different types of people to help us spread our stories? Now that we've explored how to craft powerful stories, it's time to learn about how to make them spread. For this, we turn to the world of growth hacking and digital marketing, borrowing tactics for how to make things viral on the internet.
How can we activate different types of people to help us spread our stories? Now that we've explored how to craft powerful stories, it's time to learn about how to make them spread. For this, we turn to the world of growth hacking and digital marketing, borrowing tactics for how to make things viral on the internet.
Jesper Åström is a digital marketing expert and longtime collaborator with Hyper Island. He's an author, speaker, consultant and all-around super-nerd when it comes to the tools and tactics of digital marketing. He's distilled some simple and powerful techniques for how to spread stories on the internet, and they are surprisingly transferable into the realm of organisational change. In particular, we'll dig into what he calls the 1-9-90 model, which looks at how to motivate and work with different groups of stakeholders and harness the dynamics in the ways they interact.
THE 1-9-90 MODEL
THE 1-9-90 MODEL
The 1-9-90 Model is a framework for understanding how different groups of users on the internet behave in relation to brands and how brands can work effectively to harness those behaviours in their interest. The model says that in general, 90 percent are be consumers. They follow and pay attention to you but they are unlikely to engage beyond consuming what you put out there. Meanwhile 9 percent are the the connectors or the charismatics. They will be willing to interact and engage with you, but always in the interest of shining light on themselves. Finally, the 1 percent which are the super-fans or nerds. These are your champions They love what you do and are eager and excited to engage and even co-create with you.
Let's dig deeper. How can you apply this model to leading change and what might it look like in your own context?
1s: Your Co-Creators
1s: Your Co-Creators
The 1s are your super-fans. In the marketing context, these are the fans that are excited enough about your brand to co-create with you.
In the organizational change context, these are the champions or allies who are the most excited about your change case. Those who are already converted, who see it all clearly and are super excited to help make it happen.
9s: Your Connectors
9s: Your Connectors
The connectors are active and engaged members of a system, but they are primarily self-interested – they want attention or reward for themselves. In the marketing context, they care little about your brand, but will gladly engage if you offer them a chance to shine light on themselves!
In the organizational change context, these are formal and informal leaders who are active and visible. The captivate the attention of others and can be powerful vehicles for your story when you can activate them properly.
90s: Your Consumers
90s: Your Consumers
The consumers are the majority. In the marketing context, they are the many who are lazy and unengaged and who will never interact with your brand. They simply want to be entertained. And they want it to be easy.
In the organizational change context, this represents most of the people in the organization. Not so interested in change, focused on doing their job and probably content with the status quo. To bring them along, the "new" needs to be made, easy, clear and digestible.
CO-CREATE, ACTIVATE, INFLUENCE
CO-CREATE, ACTIVATE, INFLUENCE
Okay, but how can you work with these three groups and their distinct behaviour patterns to actually make progress with your change case? The key is to harness the dynamics of the 1s and the 9s to find messages, stories, and new ideas that have the greatest potential to influence and inspire your 90s.
Co-create with your 1s: Work with your most avid champions to experiment, prototype and put stuff out there. When you discover new things that seem to generate lots of interest, and discussion...
Activate your 9s: Put your prototype or new ideas in front of your 9s in ways that will motivate them to react, comment, respond and share through their networks. Do it in ways that will make them shine, look smart, feel important. This will...
Influence your 90s: The new ideas will reach the majority on a larger scale by traveling through the networks of the 90s. More people will become aware of the new thing and you will start to see the needle move.
Reflect
Reflect
- How can you take inspiration from this model and apply it in your context?
- How/what could you prototype with your 1s?
- How could you activate your 9s and get them to help you spread your message?
- What do you want the 90s to do and how might that influence how you package the message?
Organizations, like the internet, are networks of people. Ultimately, the same viral mechanics that make a campaign go viral on Facebook can be harnessed to spread new ideas and stories through organizations. Indeed, we can learn a lot from the growth hackers, who spend their days experimenting and exploring to figure out how to make things spread on the internet.
If you found the section above especially interesting and you're keen to dig deeper into the world of virality and digital marketing, feel free to check out Jesper's full series of videos on the topic.
TASKS & DELIVERIES
TASKS & DELIVERIES
1. POD CALL: CO-CREATION
1. POD CALL: CO-CREATION
In this pod call, you have the task to collectively design and prepare different sections of the final live session. Each pod is assigned two sections of the live session – see the link below for a detailed overview and instructions. Get creative and have fun!
In this pod call, you have the task to collectively design and prepare different sections of the final live session. Each pod is assigned two sections of the live session – see the link below for a detailed overview and instructions. Get creative and have fun!
TOOL
TOOL
Live Session Co-creation Pod Call Guidelines
DELIVER
DELIVER
WHAT: Nothing to deliver, just be ready to run your session on Tuesday next week.
DEADLINE: Tuesday's final live session on 31 MAR
2. FEEDBACK ON PROTOTYPES
2. FEEDBACK ON PROTOTYPES
It’s time feedback time again! This time, you’ll give and receive feedback on each others' prototyping work. The purpose of the prototype was to experiment, create and try out new approaches in your change cases as a way to unlock progress.
It’s time feedback time again! This time, you’ll give and receive feedback on each others' prototyping work. The purpose of the prototype was to experiment, create and try out new approaches in your change cases as a way to unlock progress.
When you approach giving feedback, always ask yourself: How can I deliver my feedback in ways that will unlock progress? How can I translate the feedback I receive into valuable learning and action? Below are some guiding questions to use when giving feedback on individual or group deliveries.
When you approach giving feedback, always ask yourself: How can I deliver my feedback in ways that will unlock progress? How can I translate the feedback I receive into valuable learning and action? Below are some guiding questions to use when giving feedback on individual or group deliveries.
Guiding questions for feedback?
- What in this prototype would you like to celebrate?
- What might be an even smaller (OR bigger) experiment that he/she could launch?
- Do you have a personal experience/perspective that might be useful to the him/her?
- Do you have any recommendations (e.g. a case, a book, etc.) that might be especially relevant to the person?
You will find the prototypes in #4_prototypestory in Slack.
When you are receiving feedback it’s about creating pull and leaning in with curiosity. Even if you feel the feedback is off base or not perfectly delivered meet it with confidence and curiosity. Ask yourself: What can I learn from this? Which insight might I find that can help me grow?
DELIVER
DELIVER
WHAT:
- Share YOUR prototype (in whatever format!) in the #4_prototypestory channel ASAP (if not done already)
- Give feedback on at least 2 other prototypes of your choice (consider which ones have less feedback than others)
WHERE: In Slack in the #4_prototypestory channel. Use the thread function.
DEADLINE: By Sunday
3. BUILDING YOUR MOVEMENT TASK
3. BUILDING YOUR MOVEMENT TASK
Building on the content in this learning kit and the live session, your task this week is to create a public narrative and take it out into your organisation.
Building on the content in this learning kit and the live session, your task this week is to create a public narrative and take it out into your organisation.
To help craft your story download Creating a shared narrative and fill out where appropriate.
To help craft your story download Creating a shared narrative and fill out where appropriate.
DELIVER
DELIVER
WHAT: Deliver a Public narrative in your organisation about your case for change (for one person or 1000 - whatever best suits your needs). Share your actions, outputs and learnings with text, pictures, videos.
WHERE: In #5_building-momentum channel on Slack
WHEN: By Sunday
4. REFLECTION JOURNAL
4. REFLECTION JOURNAL
Use the following questions as prompts for this week’s reflection journals. Treat them as ‘jumping off points’ rather than questions you must answer individually and specifically. Feel free to reflect from other angles too!
Use the following questions as prompts for this week’s reflection journals. Treat them as ‘jumping off points’ rather than questions you must answer individually and specifically. Feel free to reflect from other angles too!
REFLECTION QUESTIONS:
REFLECTION QUESTIONS:
- What affected you most this week and what have you learned?
- What aspects of your leadership to you need to tap into to build momentum around your case?
- How might you harness your own “story of self” to motivate and move others?
- What is the next step you need to/will take to build your movement?
TOOL
TOOL
DELIVER
DELIVER
WHAT: Your Reflection Journal
WHERE: Upload a PDF in Slack, channel #5_building-momentum
DEADLINE: By Sunday
Report abuse