More about the precondition "Receptivity to change"

There are several concurrent factors that impact receptivity to change:

  1. the proposed change;
  2. the recognition of the limitations of traditional approaches to change (as opposed to the benefits of social movement actions);
  3. the timing of the change; and
  4. the people engaged in the change (including their dynamics or social structure and their level of energy for change).  
1. The proposed change
  1. Impetus and motivation for change are growing in individuals who are inspired to take action and lead change in response to a shared or common concern or cause (Bate et al., 2004a; Bibby et al., 2009; Burbidge, 2017).
  2. The proposed change or vision is supported by others and is seen as possible and feasible due to the availability of resources. This includes tangible resources (for example, time, budget and knowledge) and intangible resources (for example, encouragement, endorsement, support and help). When the vision is viewed as possible, people become motivated for the change and want to get involved (Albornos-Munoz et al., 2015; Bibby et al., 2009; Grinspun et al., 2010; Moreno-Casbas et al., 2010; Serna Restrepo et al., 2018).
linkages

Accelerate your success: The Knowledge-to-Action Framework’s "Identify the problem" action cycle phase includes strategies to identify the problem from various data sources. For change teams, having an in-depth understanding of the full extent of the problem strengthens knowledge of the complexity of the problem and the rationale for the needed change. Visit  More about the phase "Identify the problem" to find out more.

2. The recognition of the limitations of traditional approaches to change
  1. The limitations of traditional change models or hierarchical approaches for addressing a shared concern or desired change are seen. Top-down approaches to change are recognized as resulting too often in limited impact and sustainability. In contrast, the grassroots or "bottom-up" approach is valued; this results when the change is co-designed by those directly and indirectly involved with organizational support (Grinspun, 2018; Sustainable Improvement Team and the Horizons Team, 2018; Waring & Crompton, 2017).
  2. Social movements are known for having the power to transform and effectively achieve change. There is evidence that applying social movement as a people-led approach to change can be transformative by mobilizing people to achieve goals or reinvigorate a change initiative (Bibby et al., 2009; Ruglis & Freudenberg, 2010; Yufang, H, et al, 2018).  
3. The timing of the change

A timely and strategic opportunity for change is recognized. Examples of optimal timing for a change to happen include the following:

  • when the change can be leveraged with other existing initiatives (MacDonald et al., 2018);
  • when a new leader or leadership structure has been established;
  • when a shift in thinking has developed, bringing an openness for new perspectives (Silva-Gallegillos, 2015);  
  • when financial and/or other needed resources are available; and
  • when concerns voiced about a shared problem or desired change attract interest and attention, propelling the need and value for the change (Herechuk et al., 2010; Lippman et al., 2013; Ruglis & Freudenberg, 2010; Silva-Gallegillos, 2015).
Download the worksheet "Receptivity for change - is your timing right?"
4. The people engaged in the change

1. A setting’s social system and its dynamics are conducive to social movement actions. The scale and speed of a change initiative’s uptake are impacted by the social system. The social system is a part of the context that specifically focuses on groups of individuals (for example, a team, community, or organization) and their interactions (for example, their dynamics, behaviours or communications). It reflects the group’s values, trust, culture and norms.

In hierarchical social systems, a traditional top-down approach to change with managed and planned stages may be the accepted norm. Formal leaders are typically responsible for leading change initiatives and make decisions regarding staff’s role and scope of involvement. The work culture may be compliance-based, with staff expected to reach targets and other goals as determined by the formal leaders.   

In contrast, social systems conducive to social movements are ones in which staff is encouraged and/or expected to lead change with organizational support. The organization embraces and values staff as informal leaders. This perspective recognizes that when staff owns and are committed to a cause, innovation and transformation through social movement approaches are both more likely to happen and to have a greater impact.

SOURCES: Bate et al., 2004a; Bibby et al., 2009; Grinspun, 2018; Rogers, 2003.

2. Domains of energy for change in an organization, team or community. The energy for change reflects the ability and drive of individuals (for example, a group, team or organization) to take action together and achieve collective goals. When the energy for change is present, it can fuel motivation and drive change initiatives forward.

Energy can be categorized into five domains: physical, psychological, social, spiritual and intellectual See the table just below for fuller descriptions of these domains.

Energy domains:

Energy type Description
Physical energy This domain is about making people making progress, moving change forward and getting things done (that is, achieving goals). When present, it reflects an ability to be adaptable, flexible and responsive to change processes.
Psychological energy This domain is about people having courage, hope, positivity, resilience and the willingness to take risks. Psychological energy is needed to do things differently in the face of challenges. When present, it reflects a high level of trust and support for informal and/or formal leaders and their vision for change.
Social energy This domain reflects the relationships and level of connection and engagement between people. When social energy is high, people feel a sense of "we-ness" and engage in partnerships and collaborations. When social energy is low, an "us and them" culture can result, and  can threaten the group's coming together. An environment of openness, transparency and honesty regarding the change can boost social energy. 
Spiritual energy This domain reflects people’s commitment to the vision, shared values and purpose of the change. When present, it inspires and gives people the confidence to move beyond the current state and try to achieve new goals. It acknowledges that people’s commitment, satisfaction and focus are driven by what they collectively value the most. 
Intellectual energy This domain reflects people’s capacities of thinking, planning and analyzing. When present, it integrates logic and evidence to support change, direct processes and evaluate outcomes.

SOURCES: Land et al., 2013; Sustainable Improvement Team and the Horizons Team, 2018.