There are many books on change management but there are very few which go beyond traditional models and tried and tested solutions to explore the psychology and practical aspects of moving people along from where they are to where they need to be.
In Changeology – How to enable groups, and communities to do things they’ve never done before, Les Robinson takes a straightforward look at how change really happens in society. He moves away from feel-good slogans and digs into why people often resist change, even when it’s in their best interest. His message is clear: change is not just about knowing the facts or using scare tactics, it’s about understanding the deeper psychological reasons why people resist doing things differently.
Robinson breaks down the process of change into six practical elements: creating positive buzz, offering hope, building a supportive environment, presenting simple solutions, expanding comfort zones, and finding the right people to lead the way. It’s not just about making people care more; it’s about creating conditions where change feels possible and inviting.
One of the book’s examples comes from a small village in Indonesia where people chose satellite dishes over better sanitation. Despite health campaigns, the locals prioritised entertainment, showing that people don’t always act in ways that seem rational to outsiders. This story emphasises Robinson’s key point: change initiatives often fail because they don’t align with what people truly value or need.
Robinson also takes on some myths about change, like the belief that if people just had more information, they’d change, or that bigger rewards will motivate them. He shares research showing that awareness campaigns can even backfire. For instance, teen anti-smoking programs often unintentionally make smoking seem cooler, doing more harm than good.
He doesn’t shy away from the difficult truths about resistance to change either. Robinson explains that people often reject change because it challenges their identity, leading to cognitive dissonance. A powerful example is Australia’s harsh approach to unemployment payments in the late 1990s. The government’s belief that tougher measures would drive people back to work actually led to higher crime rates. Robinson highlights that sometimes, despite good intentions, change efforts can create more problems than they solve.
Perhaps the book’s boldest argument is about social change makers themselves. Robinson doesn’t celebrate them as heroes but instead cautions against “reinventing the wheel.” He believes social change isn’t just about passion or pushing an agenda; it’s about becoming a respected ‘inviter,’ someone who brings people into the process without making them feel wrong or pressured. It’s about inspiring change rather than lecturing people on what they should do.
This book speaks to me about the often flawed approaches we take to meet short-term goals while ignoring the long-term ramifications and unintended consequences.
In Changeology, Robinson offers a refreshing and realistic guide for those who want to create lasting change. He makes it clear that change happens when people feel empowered and supported, not when they are scared or shamed into action. Whether working on a community project or a larger social issue, Robinson’s approach provides a thoughtful, people-centered path forward.
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