Big change requires explaining the big picture.
When introducing big change, leaders naturally explain the reason for the change and the risks of not making a shift.
They lay out the vision for the change and the many milestones that will mark the progress the team needs to make.
But when facing a daunting shift that will create uncertainty and doubt in the organization, some leaders choose a different emphasis. It’s not that they avoid speaking about the change or articulating the big picture, but they start by shrinking the change.
They initially make it feel smaller than it is. This makes the shift feel safer, reversible, and immediately doable.
Big change naturally triggers a threat response.
People worry about the implications of the transformation, the possibility of failure, and the loss of comfort and familiarity they enjoy. So, they often debate the change, delay what they can, and quietly resist. That’s why shrinking the change is so powerful.
Small, bounded change feels more possible, less risky, and more within people’s control. Making the change feel smaller lowers the psychological cost of starting.
People are more willing to step up and begin the process when what is being asked of them is more manageable.
Leaders can shrink change in three ways.
First, they can reduce the time horizon of the change. Instead of providing the entire roadmap of initiatives, they can limit the time frame to days or weeks.
When team members learn what they have to accomplish in the next few days or weeks, the change becomes less threatening and more actionable.
Shrinking change is also a matter of quantity. How many things must change at once? Leaders can make change smaller simply by narrowing the surface area of what’s being asked.
They don’t ask the team to work on many things and on many fronts immediately. Instead, they propose one or two key projects or actions that get the ball rolling.
Lastly, leaders can lower the bar for participation by making the first step easy. Asking people to take just one step is much more attractive than asking them to take many steps.
It is essential to make this first action straightforward, painless, and uncomplicated. Once this step is accomplished, leaders can add another.
In many cases, a big change requires a big picture that tells the full story. But in some cases, shrinking the change into a manageable size is the better play.
Leaders must decide which is the better strategy for the organization to achieve its change goals.
Those considering shrinkage should remember this: Big change triggers fear. Small steps trigger action.
