Four Building Blocks of Change

Achieving true equity in practice requires systemic change. No one organization will be able to do all the work required to get there - it will take all stakeholders to truly transform society.
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Over decades of transformational client work, McKinsey & Company developed a framework called The Influence Model to help organizations drive change - particularly when mindsets and behavior changes are a critical success factor. When thinking about creating equitable changes in your organization, this framework can be a great starting point for leading change.

While this framework was developed through working with large corporations, it can also be applied to systemic change across communities, sectors, and industries. You can also enlist the help of external experts to drive one or more of the four elements - one person cannot possibly own all of this work.

Source: Mckinsey - The Four Building Blocks of Change, April 2016

Reflect

Think about a recent DEI initiative within your organization, such as implementing new hiring protocols or improving accessibility into an organization building.

What made it successful? Which elements of the influence model made the biggest impact?
How did you as a leader convince people to change? Which elements of the influence model did you use?
When you are facing a change, which elements of the influence model have the biggest impact on you?

Think about your community, sector, or industry.

In what ways can you or your organization play a role in driving systemic change?
What individuals or groups can you support or collaborate with to drive systemic change?

Think about how you as an individual can begin to drive change. See below for some ideas.

In Practice

Before leveraging the influence model, define the exact change that is required by analyzing the current state of the problem and the desired outcome. As you assess the current state, be sure to understand the barriers of equity within your organization, sector, industry. Consider where you might find source of alternative or opposing views to validate or broaden the solution.

Once the change is defined, get specific with each element of the Influence Model

Role modeling - What specific mindsets, behaviors, or skills do leaders (and change agents) need to exhibit that represent the future state? It may be helpful to consult the “Iceberg Principle” as a way to crystalize specific mindsets or beliefs.
Understanding and conviction - What means of communication or interventions can most effectively “tell the story”? Integrate “Five sources of meaning” as a way to address the entire organization.
Confidence and skill building - What technical, business, or interpersonal skills are required for individuals and the organization are required to achieve and maintain the change?
Reinforcing mechanisms - What types of metrics, reviews, or communication will help reinforce the change?

Collabathon participants used the influence model in an exercise to identify ways they could individually drive equity in practices in their organizations. Examples generated include:

Role Modeling

Use inclusive language and practices in your daily life; explain your actions when helpful
Use your positionality (power) to further equity in practice in your organization or community
As a leader, include equity from the beginning of any project or initiative

Building Understanding and commitment

Use active listening and candid curiosity to surface underlying beliefs and values
Use tools like the Iceberg and Five Sources of Meaning to create change narratives that will resonate broadly yet deeply
Leverage materials in the Fundamentals section to understand historical context

Skills

Share content with others (this resource guide!) to increase awareness, deepen knowledge, and expand context
Participate in trainings related to Equity or DEI work when offered and/or able
Hire relevant expert practitioners to support skill development
Hone your skills by facilitating or participating in Equity Huddles

Reinforcing Mechanisms

Set specific equity goals and regularly monitor them for progress
Launch reading groups, huddles, or other collaborations to keep equity top of mind on a regular basis
For meetings and managing projects, set rules and codes of conduct that maintain equity principles in practice (i.e. not speaking over others, using “I” statements, etc…)

Going Further

Read

The origin of the influence model McKinsey Quarterly - Psychology of Change Management - June 2003

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