Reviewing some change management approaches recently, I was struck by a major limitation.
Most assume people need to be aware of why and what to change in order to do it.
But thatโs not the case.
Most mainstream change models like ADKAR, Kotter, or Lewin, begin with a similar assumption: If people understand and accept the need for change, theyโll change.
This is appealing, logical, and often wrong.
In fact:
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People can be fully aware of the need for change but still not act (e.g. health behaviours, climate change, work habits like procrastination).
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Conscious motivation is often overridden by environment, habits, emotions, and default patterns.
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Overemphasis on awareness can make change efforts theoretical, top-down, and slow.
Awareness might help explain change after it happens, but it doesnโt always cause it.
Some examples of change without conscious awareness include:
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Eating healthier because the cafeteria happens to place healthier food in line of sight and easy reach.
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Turning off a light switch because it's designed to look irritatingly asymmetrical when switched on.
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Registering as an organ donor because you are opted in rather than out.
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Writing more succinct reports because the template now limits the number of characters you can include.
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Getting your flu shot because the text said a spot has been reserved for you rather than asking you to make a booking.
Rather than seeing awareness as a prerequisite, we should recognise that change can also be instigated at an unconscious level.
๐ In short, awareness is neither necessary nor sufficient.
Broadening your approach to take environmental and habit shaping into account will improve the odds your change initiative will actually initiate change.
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