Transforming meetings into Encounters

Imagine this: an organizational change management meeting, humming with the quiet energy of a room full of leaders, project managers, and change agents. As the facilitator, you start the conversation by asking a simple question:

"How many of you feel like the changes we're implementing will stick?"

The room goes still. You can see it in their faces—the subtle shifts, the raised eyebrows. Some leaders sit up straighter, trying to process the question. Others look around, avoiding eye contact. It’s an encounter that feels like it could go one of two ways: productive or painfully uncomfortable.

But here's the thing. In that moment, you’ve tapped into something deeper: social influence. Just by asking that one question, you’ve reframed the conversation from abstract concepts and broad strategies to the real emotions everyone is grappling with. You're not just talking about systems and processes; you're talking about beliefs—those unspoken assumptions that shape the future of the change.

And that’s when the magic starts to happen.

The Power of Social Proof

One by one, participants start sharing their thoughts. The first voice breaks the silence, a manager from HR, who says:

"Honestly, I’m not sure. People are skeptical. We’ve pushed changes before and they faded out. I’m concerned this will be the same."

Immediately, you sense a shift. People begin to nod along, affirming her concern. But here’s where the magic of social proof?comes in: as soon as others start vocalizing their worries, suddenly, those fears feel less isolating. People feel seen. They feel like they’re not alone?in this.

You could feel the tension ease as a sense of community starts to form. You’ve just unleashed the power of shared experience—and now the room is ripe for collaboration. The underlying fear was shared uncertainty—and once out in the open, it becomes the starting point for real dialogue.

The Subtle Pull of Scarcity

Now, just as the conversation feels like it’s heading towards mutual understanding, someone else chimes in. This time, it’s a senior executive, her voice quiet but resolute:

"I’ve seen firsthand how a lack of urgency can kill momentum. We’re not just implementing a change; we’re in the midst of a critical shift. If we don’t get this right, we lose something irreplaceable."

Her words land heavily, but in a way that’s also compelling. She’s tapping into the scarcity principle—the idea that opportunities can be fleeting. This moment is unique, and if they don’t seize it now, they risk losing the chance?to make the change work.

The entire room shifts. People lean in. The stakes are no longer abstract; they’re immediate and pressing. Suddenly, this meeting isn’t just another routine check-in. It’s a pivotal moment, an opportunity that could slip away if not acted upon.

The Pull of Authority

Then, the final piece: the project lead, known for his calm and composed demeanor, speaks up. His reputation precedes him—he’s the type of person who doesn’t speak often, but when he does, people listen. He says:

"The tools, the processes, the frameworks—we’ve got them all. We’ve done the work. But the real question is: "can we rely on the leaders driving the change?"

That line lands with the weight of authority. When someone with established credibility calls for trust, it shifts the entire conversation. This isn’t about whether the plan is sound; it’s about whether the team believes?in each other enough to pull it off. His words are simple, yet profound, and they hit the emotional core of the conversation. Trust?becomes the currency they need to move forward.

The Transformation

By the end of the meeting, the conversation has morphed. What started as a room full of doubt has transformed into one of collective accountability. The initial discomfort—the shared uncertainty—has been re-framed into a shared purpose.

That single question you posed at the beginning? It wasn’t just about gathering feedback. It was a strategic nudge. You leveraged the psychology of social influence to make this more than just a meeting—it became a moment of social connection?and collective clarity.

In that room, people weren’t just listening to the content of the conversation. They were hearing each other, reflecting on their own doubts and motivations. That moment of vulnerability became the catalyst for real collaboration. And just like that, the dynamic shifted—people left the room not just with answers, but with a sense of shared commitment.

It wasn’t a meeting. It was an encounter. And in the world of organizational change, that kind of encounter is what makes all the difference.

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