Mental Models For Managing Change - The Influence Model

Hi everyone, and welcome to a very special mini-series on The Inner Game of Change. I’m thrilled to take you on this journey as we explore something both timeless and practical: Mental Models for Managing Change.

Before we dive into today’s topic, let’s quickly cover what a mental model actually is.

A mental model is simply a way of thinking — a framework that helps us understand the world, make better decisions, and solve problems more effectively. Think of it like a blueprint for how to approach challenges and navigate complexity.

Here’s a simple analogy: Imagine you are driving to a new destination. Without a map, you could easily take wrong turns, waste time, or even get lost. But with a map — your mental model — you have a clear route to follow, helping you avoid mistakes and arrive faster and with far less stress.

In the same way, mental models give us a clearer path when managing change. They help us break down complexity, anticipate obstacles, and guide us toward better outcomes.

And today, we’re diving into a mental model that sits at the heart of successful change initiatives: The Influence Model.

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Ali Juma
@The Inner Game of Change podcast

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Episode Transcript

Speaker 1 (00:09):
Hi everyone and welcome to a very special
mini-series on the inner game ofchange.
I am your host, ali Juma, andI'm thrilled to take you on this
journey as we explore somethingboth timeless and practical
mental models for managingchange.
Before we dive into today'stopic, let's quickly cover what

(00:31):
a mental model actually is.
A mental model is a simple wayof thinking, a framework that
helps us understand the world,make better decisions and solve
problems more effectively.
Make better decisions and solveproblems more effectively.
Think of it like a blueprintfor how to approach challenges
and navigate complexity.

(00:51):
Here is a simple analogyImagine you're driving to a new
destination.
Without a map, you could easilytake wrong turns, waste time or
even get lost, but with a mapyour mental model you have a
clear route to follow, helpingyou avoid mistakes and arrive
faster and with far less stress.

(01:12):
In the same way, mental modelsgive us a clearer path when
managing change.
They help us break downcomplexity, anticipate obstacles
and guide us toward betteroutcomes.
And today we're driving into amental model that sits at the
heart of a successful changeinitiative the influence model.

(01:35):
Change does not happen inisolation.
It happens through people, andwhether you are leading a
transformation at work or tryingto inspire change in your
community, understanding how toinfluence others is critical.
The influence model provides asimple but powerful framework

(01:55):
for driving action and inspiringpeople to adopt new behaviors.
It is built on four key leversthat, when used together, create
the conditions for lastingchange.
So if you ever struggled to getbuy-in for a new idea, faced
resistance to change or wonderedhow to make change stick, this

(02:17):
episode is for you.
Let's start by exploring theorigins of the influence model
and why it is such an effectivetool for change leaders.
The influence model wasdeveloped by McKinsey Company,
one of the world's leadingconsulting firms, as a response
to a common problem why do somany change initiatives fail?

(02:38):
Through decades of research andwork with organizations across
industries, mckinsey found thatthe biggest challenge wasn't
strategy, it was people.
Change efforts often falterbecause leaders focus on
policies, processes andtechnologies without addressing
the human behavior how peoplethink, feel and respond to

(02:58):
change.
How people think, feel andrespond to change.
In the early 2000s, mckinseyintroduced the influence model
as a way to bridge this gap.
The model identifies four keylevers that, when used together,
help organizations drivesustainable change by shaping
mindsets and behaviors.

(03:18):
It's been successfully appliedin corporate transformations,
public sector reforms and evenglobal social movements Anywhere
where people need to beinspired, supported and equipped
to adopt new ways of working.
Now let's break down the fourkey levers that make up the
influence model.
The influence model is built onfour interconnected levers.

(03:44):
Role modeling People take cuesfrom others, especially leaders.
If you want people to change,you need to model the behaviors
you want to see.
Understanding and conviction.
People need a clear sense ofwhy change is happening.
If they don't understand thereason behind it, they won't be

(04:07):
motivated to change.
Reinforcing mechanisms Changesticks when systems, structures
and processes support the newbehaviors.
Incentives, policies andrecognition all play a role.
Developing skills andcapabilities People need to feel
equipped to succeed.
If they don't have the rightskills, they will resist change

(04:33):
out of fear or uncertainty.
These four levers work togetherto create the right conditions
for lasting behavioral change.
Here's a simple analogy Imagineyou're introducing a new
fitness challenge at work toencourage people to be healthier
.

(04:55):
If the company's leaders startparticipating in the challenge,
employees are more likely tofollow suit.
That is role modeling.
If you explain the benefitsbetter energy, less stress
people understand why it matters.
That is understanding andconviction.
If the company offersincentives like rewards for
participation.
It reinforces the behavior.
That is reinforcing mechanisms.

(05:16):
And if people receive supportlike workout plans or nutrition
advice, they feel more confidentto engage.
That is developing skills.
When all these elements worktogether, the change doesn't
feel forced.
It rather feels natural and,more importantly, meaningful.
Now let's talk about how you canapply the influence model in

(05:38):
real world change initiatives.
Imagine you are leading adigital transformation at work,
rolling out a new AI poweredtool to improve efficiency.
Naturally, some employees mightresist.
Maybe they are unsure about howit works or they worry it will
replace their jobs.
Here's how you can apply thefour levers to ease resistance

(05:59):
and drive adoption Role modelingIf leadership and early
adopters actively use the AItool and share their experiences
, it signals that this change isserious and beneficial.
Understanding and convictionCommunicate clearly why this
tool is being introduced, how itwill reduce repetitive tasks,

(06:23):
free up time for strategic workand support employees rather
than replace them.
Reinforcing mechanisms.
Adjust performance metrics toreward adoption.
Integrate the tool intoexisting workflows and celebrate
success stories developingskills and capabilities.
Provide hands-on training.

(06:45):
Create simple guides and offermentorship so employees can feel
confident using the newtechnology.
By combining all four levers,you create the environment where
change is not just understoodbut embraced.
So how can you start using theinfluence model today?
Here are three actionable steps.

(07:07):
Assess your change initiative.
Look at the change you'recurrently working on.
Which of the four levers are inplace?
Which ones are missing?
Number two start with rolemodeling.
Change starts at the top.
If you want people to embracenew behaviors, ensure that

(07:28):
leaders and influencers withinyour organization demonstrate
them first.
Number three make changesustainable.
Reinforce new behaviors throughprocesses, incentives and
training to ensure they stickbeyond the initial rollout.
By using the influence model,you shift change from being
something people have to do tosomething that they want to do.

(07:52):
To wrap up, the influence modelreminds us that change does not
happen because of policies,strategies or mandates.
It happens because of people.
It happens because of people.
When you focus on the rightlevers role modeling, conviction
, reinforcement and skillbuilding you create an

(08:12):
environment where change takesroot and thrives.
Here's my challenge for youThink about the change you are
leading.
Which of these four levers doyou need to strengthen?
Choose one and take a smallstep this week to put it into
action.
Thank you for tuning in toMental Models for Managing
Change.

(08:32):
If you find this episodevaluable, please share it with a
colleague or leave a review.
And don't miss our next episode, where we'll explore the
iceberg model, a powerfulframework for understanding the
hidden forces behind resistanceto change.
People do not resist change,they resist being changed.

(08:55):
As Peter Singh said, change ismost powerful when it's
understood, embraced andinfluenced the right way.
Until next time, thank you.