Episode Transcript
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Speaker 1 (00:04):
Hi everyone and
welcome back to Mental Models
for Managing Change.
I am Ali Jema and, as always,I'm really glad you're tuning in
.
In our last episode we exploredthe ladder of inference, a
model that helps us question theassumptions that quietly shape
our actions.
That was all about how we thinkbefore we act.
(00:26):
Today we shift gears fromreflection to focus.
But before we dive in, let'squickly revisit what a mental
model actually is.
A mental model is a way ofseeing, a mental framework that
helps us interpret complexity,solve problems and make better
(00:47):
decisions.
We can think of it as a map fornavigating uncertainty and,
just like any map, the clearerit is, the more confident we
become in finding our wayforward.
Which brings us to today'smodel, the Pareto Principle,
often called the 80-20 rule.
(01:07):
In a world where everythingfeels urgent and important, this
model reminds us not all effortis equal.
Where it comes from.
The Pareto Principle is namedafter the Italian economist,
valfredo Pareto.
After the Italian economist,valfredo Pareto, who, in the
(01:31):
late 1800s, noticed that 80% ofItaly's land was owned by just
20% of the population.
Since then, the same patternhas shown up in many systems 80%
of customer compliance oftencome from 20% of the causes 80%
of a company's profits come from20% of its products.
In your own to-do list, 80% ofyour progress likely comes from
(01:54):
20% of your tasks and in changemanagement, 80% of resistance
might stem from 20% ofmisunderstood impacts.
It is not about the numbersbeing exact.
It is about recognizing that asmall number of inputs often
drive a large portion of results.
Why it matters in change.
(02:17):
In change work, we often try todo everything, fix every
process, run every engagementand answer every email.
But this model invites us toask what is the 20% of effort
that creates 80% of the shift?
Where are we trying too hardfor too little gain?
(02:42):
Maybe it is the three leaderswho shape the culture for
everyone else.
Maybe it is one outdatedworkflow that causes most of the
friction.
Maybe it is a handful ofconversations that would unlock
trust across the board.
Pareto helps us shift frombeing busy to being effective.
Here's a story from the field.
I once worked with a teamlaunching a new student platform
(03:05):
across a university.
The project team was drowningin feedback, trying to please
everyone, tweak every feature,respond to every user request.
What's really causing the mostpain right now?
Turned out, 80% of negativefeedback came from one key step
(03:27):
in onboarding flow, a small butcritical moment that confused
users right at the start.
Once we focused on 20%, notonly did satisfaction go up, but
support tickets dropped, wordof mouth improved and the team
(03:48):
had more breathing room to focuson long-term features.
How to use it?
Here are three ways to applythe Pareto principle in your own
change work.
One run a quick 80-20 scan.
Look at your project plan,engagement strategy or even
stakeholder list and ask whichsmall number of actions or
voices will have the biggestimpact.
(04:10):
2.
Prioritize action overperfection.
Let go of doing everything well.
Focus on doing the vital fewthings exceptionally.
3.
Use it in resistance.
Not every concern needs equalairtime.
Find the root issues drivingthe loudest or most consistent
(04:33):
pushback.
That's where the real leverageis.
So here's your reflection forthe week.
Think of a challenge you'releading or part of right now.
Ask where am I putting 80% ofmy effort?
For 20% of the impact?
Then flip it.
Where could 20% of thoughtfulenergy create most of the
(04:55):
momentum?
The truth is we can't do it alland we're not meant to, but we
can do things that matter most,and that's where real change
begins.
Thanks again for tuning in toMental Models for Managing
Change.
In our next episode, we'llbuild on this idea with a model
(05:16):
that helps us take even moreownership, especially when
things feel out of control.
It is called the circle ofcontrol, influence and concern,
and it is a game changer for howwe manage pressure, uncertainty
and scope in complex change.
Until then, I'll leave you withthis Doing more is not the same
(05:36):
as doing what matters.
Until next time.
And one more thing If you'reenjoying this mini-series and
want to go deeper into the humanside of change conversations
about leadership, culture andthe psychology of transformation
you might enjoy some of thelonger episodes on my other
(05:57):
podcast feed, the Inner Game ofChange.
It is where I sit down withthinkers, leaders and
practitioners to explore what itreally takes to lead the change
from inside out.
You'll find those episodesright here in the same feed.
Thanks again and talk soon.