Salz Review - Wall Street Journal

Salz Review
An Independent Review of Barclays’ Business Practices
188
waste of resource and is likely to lead to resistance to change. There are four key influences
that have proportionately differential effects on encouraging change, of which peer
pressure is the most influential (see Figure B.3). In a large networked organisation, the use
of advocacy type interventions are possibly the most powerful drivers of change.
Figure B.3 – Factors that Influence Change 281
Peer pressure
(30-50%)
Personal ‘decision’
to change
(20-30%)
Personal ‘feel’
that change is possible
(self-efficacy)
(20-30%)
Personal ‘buy in’
outcome seen as desirable
(10-20%)
Finally, change brings with it a high degree of anxiety. This anxiety is typically associated
with four factors: fear of loss of power or position, fear of incompetence (and loss of
reward associated with previous competence), fear of loss of group membership; and fear
of loss of identity. Schein describes these fears as learning anxieties. Creating psychological
safety is vital to achieving change and Schein identifies that the majority of major change
programmes fail because they do not pay sufficient attention to creating this psychological
safety. Schein cites eight activities (see Figure B.4) required to ensure psychological safety,
none of which can be missed. Delivering transformational change cannot be done without
all eight factors in place. 282
Figure B.4 – Eight Activities that are needed to Create Psychological Safety
1. A compelling vision
2. Formal training
3. Involvement of the learner
4. Informal training of relevant surrounding support groups and teams
5. Practice, coaches and feedback
6. Positive role models
7. Support groups in which issues and problems can be aired and shared
8. Systems and structures that are consistent with the new way of working
281 Alison Gill, The value of peer pressure in delivering cultural change, working paper, 2009.
282 Edgar Schein, Organisational Culture and Leadership, 2006.