In change management, effective communication is pivotal. Yet most of the projects that I have seen found themselves unwittingly caught in the trap of the “curse of knowledge.” This psychological phenomenon, vividly demonstrated in Elizabeth Newton’s 1990 “tappers and listeners” experiment at Stanford University, highlights a common disconnect: change leaders, intimately familiar with the details of the change, assume that employees, stakeholders, or clients have the same level of understanding. Let’s look into how we can fix our approach to change management by emphasizing the need for clarity and empathy in communications.
Understanding the Curse of Knowledge in Change Initiatives
The tappers and listeners experiment involved one group tapping the rhythm of a well-known song (such as Happy Birthday or the US National Anthem) while another tried to identify the tune. Despite the tappers’ confidence that the listeners would recognize the song in roughly half of the cases, the success rate was only about 2.5%. This outcome illustrates a critical communication barrier—the curse of knowledge—where one’s own knowledge of a subject clouds their ability to see the perspective of those less informed.
So, what are the implications for our daily change practice? Ultimately, it’s all about discussing your topic in a way that is easy to understand and digest:
1. Clear Communication: In change management, it’s crucial to communicate clearly and without assumptions about what others know. This means breaking down information into fundamental elements and using simple, jargon-free language.
2. Frequent Checks for Understanding: While the tappers could not ask their listeners which parts of the song they could identify, you, as the change leader, should regularly check for understanding. This can be through feedback sessions, Q&As, or interactive workshops where stakeholders can express their perceptions and misunderstandings.
3. Developing Empathy: Recognizing that your perspective is not universal requires empathy. Change managers need to put themselves in the shoes of various stakeholders, considering their background, experience, and emotional state to tailor communications effectively.
Case Example: Implementing a New Technology System
A scenario that I have seen more often than not is rolling out a new technology system, where the project leaders, deeply involved in the system’s development, might assume that the benefits and functionalities of the system are obvious to all employees. These people may only use the system for a few minutes weekly, and their minds are busy with their daily tasks. Consequently, without proper communication, employees might feel confused and resistant. By employing strategies such as an absolutely intuitive user interface, detailed walkthroughs, simplified user guides, and regular open forums for discussion, leaders can ensure that all employees not only understand the system but also feel competent and comfortable in using it.
We have probably all seen how the curse of knowledge can significantly hinder the success of change initiatives if not properly managed. As a change manager, you are in the pole position to foster a more inclusive and supportive environment by embracing clear, empathetic communication and ensuring all parties fully understand the change process. This approach not only enhances stakeholder engagement but also drives successful change implementation.
Have you experienced the curse of knowledge in your change projects? What helped you to overcome it?
Are you keen to explore this topic further? My favorite book on this issue is “Made to Stick” by Chip and Dan Heath.
#ChangeManagement #Leadership #Communication #OrganizationalChange #BusinessTransformation
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