Changing is also just a game
But who sets the rules of the game and who holds the cards?
When it comes to change, it is by no means a given that everyone will participate. Change agents find this difficult, or at least a challenge. But how bad is it really if not everyone participates?
Suppose we were to view change as a game for a change. A game we can enjoy, together with others. One we can laugh about a little. One that makes us playful and allows us to approach it in a relaxed way.
Would more people be willing to play along then?
The moment we start viewing change as a game, a few interesting questions and insights emerge.
Am I willing to play the game?
Perhaps the most important question. When would you be willing to play the game? Do you just go for it, or do you set specific conditions?
And what might be holding you back from participating? Perhaps you would like to, but lack the time, knowledge, confidence, or support.
What happens if I don’t play?
Is participation optional? Are there consequences? Or are we saying that something needs to change, while old behavior remains perfectly possible in the meantime?
Perhaps the rules are unclear. Perhaps the playing field is set up in such a way that the desired behavior actually becomes difficult.
What’s in it for me to participate?
Change is often explained in terms of the organization’s interests. But why should you make the move? What is in it for you?
Does there have to be something to gain or win? Or do you actually want to get rid of something? Will your work become easier, more interesting, or better? Will you learn something? Will you gain more autonomy or influence?
Do I know the rules of the game?
What is expected of me? What changes in my behavior? What can I decide for myself? Where is my room for maneuver?
Who actually determines the playing field?
People are not pawns that you can move around on a chessboard. The desired movement does not occur when people merely learn to play a new game neatly. It occurs when people also gain influence over how the game is played.
From object of change to agile partner
Especially on our journey towards greater agility, we need people who do not merely play a prescribed game, but can act independently, learn, and adapt the game when the situation calls for it.
So, if you, as a change agent, want people to truly participate, make them co-players . Give them insight into the goal. Make the rules of the game clear. Provide space to ask questions and experiment. Let them experience the results. And, where possible, give them influence on the playing field and the rules.
Then the role of the change agent also changes. Not the one who shouts: “These are the new rules. Good luck with them.” But the one who helps create an environment in which people can, want to, and dare to play along.
How can you make change more fun?
A good game has something that many change programs lack: curiosity, interaction, choice, experimentation, feedback, challenge, and fun. Why shouldn’t we make more use of that when implementing change?
Not because every change has to be one big party. But because the way we change can make a world of difference.
A checklist for your next change
- What is the game we play together?
- Is it clear to everyone why this game is worthwhile?
- Does everyone know the rules of the game?
- What are the benefits of participating?
- What makes it difficult to play with?
- Can we remove those obstacles?
- How much influence do people have on the playing field and the rules of the game?
- Who do we need to play the game together?
And perhaps the most exciting question:
If you weren’t forced to, would you actually feel like participating?
If the answer is no , the problem might not lie with the players. Perhaps we should take a look at the game then.
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