Tell Me Exactly What to Do 

Managing change is about helping people. Make it easy and enjoyable for people to adapt to change. “Help me!” is the call that every people-centric change manager picks up from the plethora of feedback in organizations. You can help people change during the implementation of a program, but you can also help them proactively by designing the desired behavioral change based on principles from behavioral science. For instance, “I don’t have time for this, when am I supposed to do this?” is a common reaction to change. Learning to meet differently, using new software tools, developing new skills, working more customer-focused… all of these initially require extra time. While it’s true that most people have little spare time, the real obstacle to change is often a lack of focus and attention. So, let’s incorporate ways to make change easier, save time, and compensate for the lack of attention into the design of change initiatives. One method to achieve this is by shifting the default option from opt-in to opt-out.

Opt-Out or Presumed Consent 

Take the challenge of organ donation. Many countries face a shortage of organs to save lives. While the majority of people are willing to be organ donors, when the default option is “opt-in” (actively choosing to participate), only a minority actually sign up. The cause? Lack of attention. An increasing number of countries have now implemented an opt-out system for organ donation. Opt-out means that a person is automatically enrolled in a service but has the option to easily unsubscribe. This is an example of a “nudge,” a push in the right direction, as I wrote in “Changing Organizations, One Nudge at a Time.” Since 2020, every resident of England over 18 years of age is legally presumed to consent to organ donation after death unless they “opt-out.” Countries like Belgium and the Netherlands introduced this approach earlier. There’s a clear correlation between opt-out systems and higher rates of organ donors. When the default is set to opt-out, the majority of people will retain that choice. This relates to the “status quo effect.” Here is an interesting video experiment on this phenomenon.

In their book Nudge, Richard Thaler and Cass Sunstein explain that many people prefer to go with the flow, and when faced with difficult decisions, they’d rather do nothing at all. That’s why the opt-out principle is so effective in driving a specific change. Another example of the opt-out principle is the current Covid vaccination campaign in Belgium, where you automatically receive an invitation to get vaccinated but can choose not to participate. Or in the Netherlands, when switching energy providers, the option for green energy is already pre-selected.

Opting-Out in Organizational Change 

Organizational change may not be a matter of life and death, but it often determines whether an organization or individual evolves or stagnates. If you want to encourage change and know that time and attention are obstacles, remember that most people are willing but may forget or fail to prioritize it. What choice can help them start or embrace the change anyway?

Learning New Skills 

If a new learning platform is part of your approach, you’ll first want employees to find their way to it. You could, for example, make this new software a default part of their homepage or automatically send a series of onboarding messages to guide them. Always provide the option to opt-out. Wouldn’t it also help many people to receive automatic notifications about online learning opportunities during idle moments like canceled meetings or commutes?

Better Onboarding 

Effective onboarding is essential for every organization. Many new hires leave their jobs within the first 18 months, leading to significant costs. A robust onboarding process can improve retention rates. For example, Google* set up a simple email sequence for its managers to support onboarding new employees, addressing these key areas: Discuss roles and responsibilities Pair the new hire with a buddy Help them build a social network Schedule monthly onboarding check-ins for the first six months Encourage open dialogue This checklist is sent to managers at the right time, with clear actions attached. These straightforward instructions make it easier for managers to follow through, increasing the likelihood of action. Managers who followed the tips onboarded employees who became 25% more effective faster than those who didn’t.

Increasing Job Mobility 

To encourage job mobility within your organization, ensure vacancies and candidate profiles are open and accessible by default. While this may seem straightforward for vacancies, it can be more sensitive for candidates. Many managers want to retain their best employees, potentially creating barriers to mobility. Leaving profiles open and transparent, with an opt-out option, can mitigate this.

Soft Paternalism? 

The concept of opting-out can be controversial, with some calling it soft paternalism. Research shows, however, that most people don’t have an issue with standard opt-out options. Still, caution is necessary. Certain defaults are more easily accepted than others, and cultural factors and organizational trust play a significant role. When a change is genuinely beneficial for individuals, organizations, or society, opt-outs are more likely to be accepted. Most people want positive change but often don’t get around to it.

Conclusion 

Opting-out is a valuable design principle for change managers, making it easier for employees and managers to engage in or support change. Keep in mind that most people want one thing from change: “Help me! Make it easy for me! Don’t make me overthink things I don’t have time for, just tell me what to do.”