The Power of Role Modelling: Influencing Change through Cognitive Balance
An explainer on how role modelling works from a psychological perspective.
In the world of HR and leadership, understanding how to effectively influence change is crucial. One powerful tool that can be leveraged is role modelling. By examining the concept of Cognitive Balance from Social Psychology, we can gain valuable insights into how role modelling works and how it can be applied to drive change in organisations.
What is Cognitive Balance?
Cognitive Balance is a theory that explores the relationships between three elements: an individual (O), a reference individual (P), and an object (X). According to this theory, people strive to maintain balance and alignment in their attitudes and beliefs. When an individual (O) has a positive view of a reference individual (P), and both (O) and (P) have a positive view of an object (X), Cognitive Balance is achieved.
However, when there is an imbalance, such as when an individual (O) dislikes an object (X) but likes a reference individual (P) who likes the object (X), discomfort arises. To restore balance, the individual (O) may change their opinion of either the reference individual (P) or the object (X) (Visser & Cooper, 2003).
Role Modelling in Action
Let's consider a real-life example to illustrate how role modelling can influence change through Cognitive Balance. Imagine a scenario where a manager introduces a new purpose or initiative within an organisation. The manager, acting as the reference individual (P), demonstrates a positive attitude towards the new purpose (object X) by role modelling the desired behaviours and speaking positively about its strengths.
If an employee (individual O) already has a positive view of their manager, they are more likely to align their view of the new purpose with that of their manager to maintain Cognitive Balance. Changing their opinion of the manager to a negative one would be challenging, as it would require the employee to also change their views on other objects (X) that they are positively aligned on with their manager. Therefore, the path of least resistance is for the employee to adopt a positive view of the new purpose, aligning with their manager's perspective.
The Importance of Finding the Right Role Models
It's important to note that the effectiveness of role modelling in influencing change depends on finding the right reference individuals (P) within the target community. In the example above, if the change programme failed to identify role models who positively viewed the new purpose within the customer community, it would be more challenging to influence change. If the majority of the customer community held negative views of the purpose (object X) but positive views of each other, they would be in Cognitive Balance, making it harder to shift their perspectives.
Conclusion
Role modelling is a powerful tool for influencing change in organisations. By understanding the principles of Cognitive Balance, HR professionals and leaders can strategically leverage role models to drive alignment and adoption of new initiatives. The key is to identify influential reference individuals who can demonstrate positive attitudes and behaviours towards the desired change. By doing so, organisations can create an environment where individuals are more likely to embrace change and maintain Cognitive Balance.
References:
Visser, P. S., & Cooper, J. (2003). Attitude change. In M. A. Hogg & J. Cooper (Eds.), The Sage handbook of social psychology (pp. 197-218). Sage Publications.​​​​​​​​​​​​​​​​