The Core Files: Data, Magical Thinking & What You Really Need For Change

I've been on the data side of organizational change and development projects more times than I can count. Early in my career, I was often responsible for designing research and sifting through the results, sometimes based upon huge sample sizes. All of this was carried out, in an attempt to understand how customers really feel about a product or how people might become more successful in their roles. I spent hours upon hours, with volumes of data, wondering how to make sense of it all and advise my clients on what to do next.

In most cases, what was salient and needed to be expressed would finally emerge. I was always grateful for that moment, even though it might mean spending many a night, worrying how a leader might react to what the data exposed. (Thank goodness for my amazing mentors during that time.)

Yet as it turns out — all of that was really the easy part.

You see there was this catch. We can quickly become comfortable, armed solely with data — as we try to impose a sense of things and create meaningful change.

The hard part truly begins, when we are tasked with implementing solutions in response to those data points. In other words, to actually connect the dots and change things as a result. (This involves other elements, including communication strategies.) Personally, I'm often external to the organization, so even though I might share recommendations, it is impossible to be on site as every solution is fine-tuned and rolled out. And when all is said and done, I've seen surprising (even nonsensical) actions in response to data that could have been avoided. It's almost as if we want to skip the sticky stuff and avoid looking under the hood.

Data can act like the solution, when it is not (and it's good at that).

Here are a few of my talking points that I now add to every change discussion. I'm uncertain if you'll be surprised. However you just might realize, where you need to adjust.

• Magical thinking isn't a thing. Thinking about change, wanting things to change and even a leader with their heart in the right place — isn't enough. The hard work is done on a deeper plane. This usually takes time, more time than anticipated. So prepare everyone involved for that reality.
• You need more than data to change something. Duh. No surprise here. You need insight. Lots of insight — about the people and the situations — touched by that change effort. As humans, we tend to feel that if we have the data it's enough. It is not enough.
• Your data is the starting point of discovery. If there is a data point that is very, very persuasive, follow up to ensure that the meaning you draw from that data point is the full story. Talk to respondents to follow-up. I have never seen a data set that did not have at least one hidden finding.
• You must ensure belief about the change. Here is where we start getting to the core of things. Take the time to assess whether those directly involved, or touched by your change effort, are on board belief-wise. Do they truly feel the change has merit? Needed? Will they support change? Will they see themselves in the story that is that change?
• You must also ensure belief in you. If you are trying to change something — first examine yourself. Are you a trust-worthy source? If not, why? Address those issues beforehand. We all have a history.
• Have a well-defined change story to tell. Even when we sleep our brains create stories, and human beings are naturally drawn to them. Your communications going forward should encapsulate the story of the changes to come. Be clear — and communicate robustly with 10X rule that Kotter recommends.

Do you have a change story? Share with the community in comments.

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As a charter member of LinkedIn Top Voice program, I tackle topics related to the core of our work lives. As an organizational consultant & storyteller — I have a deep passion to share what is vital about work life with both honesty & emotion. Stay tuned for more topics that help founders & organizations thrive.