TL;DR
- There are three ways in which to change groups behaviour
- Each of these have different approaches and benefits
- Choosing the right approach for the organisational context is key to success
Recently Twiga Group has been having great discussion and reviewing research on group dynamics and social influence. This started some thinking on how we can bring some of this dark academic thinking into the light of 2024 and create some relevance to current issues in the change and culture space.
With change failure being a key issue, still here is some synthesis between the 1958 (yes, it’s 66 years old and still relevant!) paper by Herbet Kelman (Compliance, Identification, and Internalization: Three Processes of Attitude Change) and organisational change strategy.
Introducing Herbert Kelman
Kelman studied the processes of social influence, particularly the ways in which individuals are persuaded to adopt certain attitudes or behaviours. He identified three main types of social influence:
- Compliance – temporary and superficial conformity
- Identification – adoption of attitudes or behaviours to fit in with a group
- Internalisation – genuine acceptance of beliefs or values
Breaking down compliance, identification, and internalisation in the context of organisational change, focusing on what occurs and how it occurs.
Compliance
- Compliance involves individuals conforming to the expectations or directives of others without necessarily internalising the beliefs or behaviours. It often occurs in response to explicit authority, social pressure, or the threat of punishment.
- Compliance can be achieved through various means, such as clear communication of expectations, incentives or rewards for compliance, and the use of social norms or peer pressure to encourage conformity.
- While compliance can lead to short-term adherence to new behaviours or norms, it may not result in lasting change if individuals do not genuinely believe in or identify with the desired outcomes.
Compliance will diminish over time, especially if external pressures or incentives are removed.
Identification
- Identification involves individuals adopting the beliefs, values, or behaviours of a group or organisation because they identify with its goals, values, or members. It goes beyond mere compliance and reflects a sense of belonging and affiliation.
- Identification is fostered through efforts to create a strong organisational affiliation, articulate a compelling vision or mission, and engage employees in meaningful ways that resonate with their goals and aspirations.
- Identification can lead to more enduring change compared to compliance, as individuals are motivated by a sense of belonging and commitment to the organisation’s goals.
When individuals identify with the change, they are more likely to sustain their efforts over the long term, even in the absence of external incentives or pressure.
Internalisation
- Internalisation involves individuals genuinely accepting and integrating new beliefs or behaviours into their own values and identity. It represents the highest level of commitment and alignment with the desired change.
- Internalisation occurs through deep reflection, critical thinking, and personal meaning-making. It requires individuals to understand the rationale behind the change, reconcile it with their existing beliefs, and see its relevance to their own values and beliefs.
- Internalisation leads to the most sustainable and transformative change, as individuals have fully embraced the new beliefs or behaviours as their own.
When change is internalised, it becomes part of individuals’ core identity, guiding their actions and decisions even in the absence of external influences or reinforcement.
In summary
While compliance may lead to short-term adherence to change, identification and internalisation are more likely to result in lasting and meaningful transformation. Organisations can foster identification and internalisation by creating a supportive and inclusive culture, communicating a compelling vision, and engaging employees in ways that resonate with their personal values and aspirations.
Reflection
- Have you seen this enacted?
- What is your prefered approach?
- Is this one size fits all?
