Bridging the gap between need and resultS

It’s not the technology itself that brings change, but the people who will use the technology.

The bulk of the attention and budget in companies goes to the purchase or design of new technological solutions. A new CRM tool or an HRIS system costs a lot of money. After long deliberations, a choice is made and a solution ordered. And then the organisation runs out of money or thinks it’s done.

They are convinced that the solution is so good that it will be used by the employees. Unfortunately, it’s often not the case.

At least as much effort and…


We prefer what is familiar. When confronted with something new or unfamiliar, we prefer to rely on what we already know. This is the mere exposure effect in action (Robert Zajonc 1968). It is a psychological phenomenon that is very common and of course not unimportant in organizational change.

Choosing the familiar is a safety mechanism that ensures that uncertainty is reduced. A second reason we choose the familiar is that it is easier to understand than the unknown because we have had time to understand it for a long time. It is within our comfort zone. In organizations, on…


The “hot tub” effect is about unconsciously equalizing the lead time of a project or change for everyone, regardless of whether someone is involved in the change early or late. This has a major impact on the adoption of change. But fortunately there is something you can do about it.

I don’t know if another expression already exists for the phenomenon I am about to describe. I have searched for it, but have not found it (which is not to say that it does not exist)*. The phenomenon is about an erroneous mindset that frequently occurs when we are dealing…


We need to change our approach to change

no time for change?
no time for change?

People are overloaded with information and change. The mailbox is filled with memos about why they need to change. Every white space on the wall is covered with communications about the latest initiatives. Every free hour is claimed for live or video communication on important topics. And all this on top of all the other work and information people receive every day. There is no mental space left for more….

This means that we need to change our approach to change itself, to deal with this limited attention span and help people make change as easy and valuable as possible.


The Ikea-effect in organizational change
The Ikea-effect in organizational change
photo base by Semen Borisov

In our drive for efficiency and effectiveness, we tend to present finished solutions and ready-made decisions to employees. However well-intentioned, this can have a negative impact on the value people place on change. On the other hand, if you involve people in shaping the future, rather than imposing changes or “selling” it to them, they will value the changes more and take more ownership.

As a result, they will participate in the change more willingly than reluctantly. That’s the Ikea effect in action. …


The opt-out principle
The opt-out principle

You can help people change during the implementation of a program, but you can also help them already proactively by properly designing the intended behavioral change using some principles from the behavioral sciences.

For example, “I don’t have time for this, when do I have to do this?” is a common response to change. Learning to hold meetings differently, learning to use new software tools, learning new skills, working in a more customer-oriented way… are all things that initially require additional time. …


service design, ux-design and change design
service design, ux-design and change design

Organizational change can be compared to product change. It is also a design process. How a change is introduced to users (customers or employees) is as important as the change (product, process, organization) itself. It is therefore crucial not only to properly design and implement the change or innovation, but also to properly design and manage the experience around that change. This means that change managers and designers best start flirting with each other.

UX designer, service designer, change designer

Let’s take a look at two key roles within design: the UX designer and the Service Designer. UX focuses primarily on the product or process aimed…


Nudging in organizations
Nudging in organizations
Photo by Kristina Flour

You have to make a decision: are you going to read this article or not? What if I told you that it will be very valuable for your job, especially if you are working on change, and that you better not miss this information?

Nudging has been a hot topic for years. How can you use it in organizational change? I explore that in this article.

I think it was 2010 when I read the book Nudge by Richard Thaler and Cass Sunstein, one of the most influential books in behavioral economics. I was an instant fan. And also in…


the power of moments
the power of moments
Photo by Katia Austin

People tend to remember the best, worst and last moments of an experience and forget the rest. Therefore, figure out what those crucial moments are in the change process and work on them.

Customer and employee experiences with products, services or organizations do not form one cohesive story, but are made up of a series of moments. For example, a plane trip consists of booking a ticket, traveling to the airport, checking in, boarding, flying, having lunch, landing, picking up luggage, and taking a cab to your destination. These are moments, but that does not make them a good experience.


Ludo had long known that this was his destiny. His lifestyle had brought him here in a hurry. Not via detours or quiet roads with beautiful views, nor via hiking paths full of nice conversations with his children, but via the highway of a stressful life. The desk chair in his bank office was moved a centimeter further from the desk with each additional year full of exuberant moments with his top clients, to give room to his expanding belly. The more promotions he got and the closer he sat to the CEO, the less he took the marble stairs…

Sara Coene

I’m a Behavioral Change Designer @ the Change Designers (.eu). I write about #OrganisationalChange #EX #CX #UserAdoption #essentialism #Nederlandsefictie

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