The situation could hardly be more "classic": a central management (in this case the federal government) defines a strategy (to combat the pandemic) that requires the contribution of almost everyone in the form of specific behavior (getting vaccinated).
Matthias Prammer, Managing Partner of Die Umsetzer, says this scenario is clearly reminiscent of a change management situation.
After all, this is particularly true for the situation mentioned above: elections are coming up again.
Many experienced change managers could have predicted the result that too few people are still vaccinated, even though there is now no shortage of vaccines.
"Around two thirds are vaccinated, the classic proportion from the Gaussian curve of those who are vaccinated," says Prammer. This raises the question of how to get the remaining people to adopt the desired (from a management perspective: correct) behavior.
Basically, there are three starting points that need to be pursued now, says Prammer:
POWERFUL
Every management team must consider "how much power it is prepared to use" during a change process. Because, he says: "You can't use power all the time."
This discussion is held - not publicly - in the same circle that defined the strategy: "It is conducted explicitly and extensively. It would be negligent to quickly rule out too many options."
Instead of using power, nudging is an effective, elegant tool. In the case of vaccination, one possible method from the nudge repertoire that every change manager has now mastered is the objection solution, as has been used successfully in Austria for decades in the area of organ donation.
In the case of vaccination, it means that everyone gets a vaccination appointment. Anyone who does not want to take it must give reasons. This method is organizationally complex, but effective.
TARGET GROUP-SPECIFIC
If you want to change, you need to know who you are dealing with. Prammer recommends defining personas and addressing them "very specifically - in the content and at the 'touchpoints' where they spend time.
"What never works well is a "one size fits all" approach: not all arguments and communication methods are suitable for all target groups.
CONVINCING
It is also important to bring the persuasion work to the area. Just like managers in a company, municipalities and mayors need the mandate and tools to translate the strategy to their area when it comes to vaccination.
This can be combined well with other nudges, says Prammer: "Permanently visualizing how many people in my municipality have already been vaccinated is more motivating than the repeated appeal from Vienna."
A small toolbox is also needed for the municipalities.
DATA AS A BASIS
The basis for all of this must be a clean database with consistent figures. Anything else would undermine credibility. As in any change process, this is the secure foundation for everything you strive for in terms of change, says Prammer.
by Michael Köttritsch. Die Presse on 31.07.2021, print edition