No matter what kind of public good goal we\u2019re working towards, someone, somewhere will have to DO something they\u2019re not doing now. That\u2019s why every change project is really a human\u00a0action <\/em>project: someone has to act differently.
\nYet we never really change other people. In truth, humans only ever change themselves. Sustained change is always about people acting on their own hopes and dreams and being energised by their own wells of motivation and enthusiasm.
\nFortunately people always desire betterment for themselves and others – so motivation should rarely be a problem, provided we align our projects with people’s hopes.
\nWhat blocks change is rarely lack of motivation, it\u2019s the fact that change is scary<\/em>. And it\u2019s our job as facilitators to make it safe<\/em>. That’s a two sentence summary of the central idea in Changeology!
\nHow do we do that?
\n
\nFirst, help people progress their values:<\/strong> It\u2019s vital not to try to persuade people, argue with them, or win them over with logic. Persuasion always feels like pressure, and pressure is the root cause of denial and resistance. Instead let\u2019s trust that people already have intrinsic motivations we can work with: all parents want healthy happy children, all farmers want to care for their water and soil, all business people want make a difference to their worlds, all employees want to perform competently. Assuming that people are not motivated to do good is the first, gravest mistake that change makers can make: it’s why we end up with so many failed projects based on threats, rewards or persuasion.
\nSecond, lower people’s anxieties.<\/strong> Change is scary and the biggest fears are social: what will my peers think of me? how will I avoid the risk of humiliation if I get it wrong? Those fears, in turn, are driven by unfamiliarity and lack of control. People need to feel certain they can \u2018pull it off\u2019 safety and successfully. Luckily there are numerous practical ways we can generate familiarity and hand people control over their process of change.
\nThird modify people’s environments<\/strong> so desirable actions are easier, safer, surer and more rewarding than undesirable actions. Shifting that balance is vital. This encourages us to think like designers and modify\/create new services, processes, information flows, relationships and physical infrastructure. For example, we want people to be fit and healthy, we need provide parks and trails that are safe, beautiful and close by. Really, this is the most important change work of all.
\nLastly, let\u2019s have fun<\/strong> ourselves so we create projects that are exciting, playful, and inspiring so people notice them, buzz to others, and come and play. The spread of good vibrations from person to person is the real secret process behind change projects that take off.
\nThese four ideas are the core of Changeology thinking. Interestingly, I find that there\u2019s almost always a bit of unlearning to do: to be sceptical about our reflexive assumptions about \u2018why those people should change\u2019, and be genuinely curious about what it might, really, take for that to happen.
\nOf course, ideas are never enough. Process<\/em> matters because this work can be complicated. We benefit greatly from having a logical step-by-step method that breaks project design into do-able tasks that mix technical rigor and creativity. That\u2019s especially what we practice in the Changeology training<\/a>.
\nProbably the most important skill is being a facilitator of teams, meetings, workshops and forums. Collecting a tool bag of facilitation tips and tricks, and practicing them whenever we can, will always make us better change makers.<\/p>\n

About the next Changeology workshop<\/h3>\n

Dear colleagues,
\nThe next\u00a0Changeology<\/strong>\u00a0project design hothouse, creativity camp and skills workshop is set for October.
\nThere are just 15 places for keen professionals who want to create projects that change the behaviour of communities, groups, populations or teams.
\n“I feel like I’ve gone from zero to 90 in two days.\u201d<\/em>\u00a0\u00a0<\/em>– Manager, Strategic Communications, NSW state agency
\nWhen:<\/strong>\u00a0Melbourne 17-18 October; Sydney 25-26 October
\nWhat:\u00a0<\/strong>Participants bring along tricky environmental, social or health challenges. They leave with prototype projects ready for their first public outing. Changeology is a step-by-step rapid design methodology that generates a targeted behaviour change project that fits its audience, avoids denial and resistance, and uses creative and irresistible tactics with messages people can\u2019t say \u2018no\u2019 to. It\u2019s an enjoyable two days with a wonderful bunch of colleagues from diverse fields who turn out to have an amazing amount in common.
\nMore:<\/strong>\u00a0http:\/\/www.enablingchange.com.au<\/a>
\nRegister:<\/strong>\u00a0http:\/\/www.enablingchange.com.au\/Booking_form.php<\/a>
\nEach person takes away the 200 page Changeology manual. And, of course, the locations are beautiful and the food is delicious.
\nWarm regards
\n– Les
\nP.S. For facilitators, the popular one-day\u00a0Facilitate with Confidence<\/strong><\/a>\u00a0<\/strong>workshop is happening in the same week.<\/p>\n","protected":false},"excerpt":{"rendered":"

No matter what kind of public good goal we\u2019re working towards, someone, somewhere will have to DO something they\u2019re not doing now. That\u2019s why every change project is really a human\u00a0action project: someone has to act differently. Yet we never really change other people. In truth, humans only ever change themselves. Sustained change is always […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false},"version":2}},"categories":[14],"tags":[],"class_list":["post-1963","post","type-post","status-publish","format-standard","hentry","category-strategy-2","has-post-thumbnail","fallback-thumbnail"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/pac6ss-vF","jetpack-related-posts":[],"_links":{"self":[{"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/posts\/1963","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/comments?post=1963"}],"version-history":[{"count":0,"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/posts\/1963\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/media?parent=1963"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/categories?post=1963"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enablingchange.com.au\/blog\/wp-json\/wp\/v2\/tags?post=1963"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}