Why duty and compliance don't lead to change success

Imagine two people facing the same change in the same company. They share the same leader, team, and work environment. The first person does only what is asked of them. The second person does the same but also actively seeks ways to be more involved and find meaning through the change.

Are both people committed? —Possibly.

Are they both engaged? —Unlikely.

We can guess at the answers to these questions, but we don't have enough context to be certain. Instead, I'll ask another question:

"Can someone be committed even if they don’t feel engaged?"

Based on my experience and research, I believe the answer is "Yes." The real question is: What type of commitment do they have? You might not know that there are different types of commitment, so let’s explore them together.

The first two types of commitment—Duty and Compliance—are what I call 'default modes.' These may result in people doing what’s required in the short term, but they don't support long-term change and growth. When driven by Duty and Compliance, people are compelled to move forward as a result of external pressure or expectations.

A sense of responsibility often drives those with Duty-based commitment. They’ll do what's asked of them because it’s expected. However, they may not enjoy what they’re doing or seem particularly engaged. These individuals tend to have little emotional investment in the success of the change. While they may contribute quality work and effort, their interest in the future state can be minimal. They might approach change with the mindset, "I'll change because I should."

Compliance-based commitment stems from a desire to avoid negative consequences. People with this type of commitment act to avoid penalties or repercussions. While they do what’s required, it’s usually based on a desire to survive the current environment. These individuals will help tick the boxes on a change plan, but there may be little to no sense of ownership in what has been implemented. They might approach change with the mindset, "I’ll follow the rules to stay out of trouble."

Pause and think back for a minute. Have you committed to change based on Duty or Compliance? How did it affect you or others?

Now that we've dredged up the past, let's find hope in the third type of commitment, Desire, which is rarer and more challenging to cultivate.

Desire-based commitment happens when we feel emotionally connected to a change. It’s easier to experience this type of commitment when we drive the change ourselves, such as moving to a new home or starting a new job. We’re motivated to continue because we’re invested in the outcome.

But what if we’re not in the driver’s seat? Does that mean we're back to Duty or Compliance?

While we may initially operate in default mode, Desire-based commitment can be developed through meaningful participation. Although it can be challenging to connect when change feels imposed, we can foster Desire by engaging in ways that are personally meaningful.

If you lead or guide change, whether at work or at home, you can create conditions that foster Desire. Be sure to invite people to participate in shaping the change. Remember that participation is the path to emotional connection. Without it, achieving Desire-based commitment is nearly impossible. If you want people to care about the future, let them leave their fingerprints on it.

As you reflect on this, consider how commitment plays out in other areas—relationships, faith, health, finances. The same principles apply. Let’s strive to cultivate Desire-based commitment in the spaces where we spend our time and energy. There’s no need to trudge through life in default mode.

~~~~

For the academically-minded folks, you can learn a lot more about Commitment to Change by reading Commitment to organizational change: Extension of a three-component model by Herscovitch and Meyer (2002).