Key Points

• Change commitment reflects a person’s level of determination to follow a course of action related to an organizational change — hopefully aligned with the direction we’d like them to head!

• Researchers Herscovitch and Meyer suggest that there is a continuum of change commitment, reflected as three types — emotion-based, values/obligation-based and cost-avoidance. Each is associated with a different types of actions supportive of a workplace change — championing, cooperation, and compliance.

• Leaders and managers can influence change commitment by fostering trust, competently managing change, and building change readiness amongst stakeholders. Read on for tips on how to do it!

Change is inevitable, yet sometimes it can feel like trying to push a boulder uphill when your team isn't on board. Understanding change commitment and how to foster it, can help.

What is change commitment?

Commitment to change refers to a person's determination to take actions that they believe are necessary to successfully carrying out a change. It’s a way of thinking that motivates them to stick to a course of action. Those of us leading change want that course of action to be aligned with the direction of the change!

Three types of change commitment

Herscovitch and Meyer developed a model that defines three types of change commitment, which can be helpful to demystify the concept. These different types of commitment are driven by beliefs about the change or the broader change context and are associated with different kinds of behaviors or actions related to the change.

Affective Change Commitment (Emotion-based)

Affective change commitment is based on emotions. When someone has affective commitment to a change, they genuinely want to be a part of it. It is driven by a sense that the change is beneficial and essential. It is often associated with championing and cooperation during change. People who feel an emotional commitment to the change are often willing to make sacrifices to make the change happen.

For example, if an organization is introducing a new customer relationship management (CRM) system, employees who feel an emotional commitment to the change would be excited about the potential benefits of the system, such as improved customer service, increased sales, and better data management. They would be willing to invest time and effort into learning the new system and helping others in the organization to do the same.

Examples of questions that surface affective commitment (Herscovitch & Meyer, 2002)

1. This change is a good strategy for the organization.

2. I believe in the value of this change.

 Normative Commitment (Values-based)

Normative commitment is driven by personal or professional values. When someone has normative commitment, they feel a sense of obligation to support the change because they believe it is the right thing to do. They see supporting the change as part of their job or being a team player. We might expect to see staff who feel a sense of obligation to cooperate during change. These employees are willing to make small sacrifices to ensure the change succeeds.

For example, if an organization is implementing a new safety policy, employees who feel a normative commitment to the change would support it because they believe it is important to keep their colleagues safe. They would be willing to follow the new policy, even if it meant making changes to their work routine or taking additional safety measures.

Examples of questions that surface normative commitment (Herscovitch & Meyer, 2002)

1. I feel a sense of duty to work toward this change.

2. It would be irresponsible of me to resist this change.

Continuance Commitment (Cost-avoidance)

Continuance commitment is based on the perceived costs of not supporting the change. Someone with continuance commitment may not necessarily be excited about the change, but they feel that they have no other choice but to support it. These folks may feel they are risking their job, or a promotion if they don’t go along with the change — which is not a cost they want to pay. People in this category may be compliant — willing to do the minimum amount asked to support the change.

For example, if an organization is downsizing and employees are asked to take on additional responsibilities, those who feel a continuance commitment to the change would go along with it because they think they have no other choice. They may not be enthusiastic about the change, but they would comply because of the consequences of not doing so.

Examples of questions that surface continuance commitment (Herscovitch & Meyer, 2002)

1. I have no choice but to go along with this change.

2. I have too much at stake to resist this change.

Are the types of change commitment mutually exclusive?

It's possible to simultaneously feel different types of commitment toward a change. You can be excited about some of its benefits, feel a sense of duty to go along with the change as part of my job, and worry that if you don't, I could be penalized somehow.

What about people who are committed to ensuring the change doesn't happen?

People can also have a negative commitment to the change — meaning they are committed to ensuring the change doesn't happen. This takes two forms. One is simply not going along with the change. This might look like quiet non-compliance and is often referred to as passive resistance. On the other hand, those that actively take steps to work against or sabotage the change can be thought of as being actively resistant. 

How do we influence people’s change commitment?

Some individuals may be more likely to feel a sense of commitment to organizational change just based on who they are.

Beyond that, the broader organizational context can also influence commitment. For instance, if trust in leaders and supervisors is high or there is a history of positive experiences with organizational change in the company. Alternatively, if people feel that their jobs are at risk or roles are unclear because of the change, that will likely dampen commitment. Addressing such topics head-on can help.

In addition, we can aim to influence commitment by increasing change readiness – willingness and capability to undertake the change. Armenakis and colleagues offer a readiness framework that provides a helpful guide:

• Clarify the Need for Change. Demonstrate why the change is necessary/important and explain the vision for the change. Engage stakeholders to share why the change is important to them.

• Specify the Change Solution: Explain the change's scope, why this change solution was chosen, and who was involved in the decision-making.

• Demonstrate Change Capability:  Show the organization has what it takes to manage the change effectively. Share how the organization will provide the support that staff may need to learn new skills and competencies to succeed with the change.

• Show Your Commitment: Readily reflect in your actions the importance of the change to you personally and to the organization at large.

• Clarify Impact: Specify how the change will affect what people do, who they work with, or their compensation or other benefits. Acknowledge losses. Engage with stakeholders to hear their perspectives on impacts — both benefits and costs. 

How much change commitment do we really need?

Size your efforts to build stakeholders’ change commitment based on your situation. Not all changes require people to be rabid fans — for minor changes that don't greatly impact what people do, how they do it, or how they are compensated, compliance may be enough. However, for major shifts that require new priorities, where people are likely to experience a sense of loss and ambiguity about the future, investing in efforts to build readiness and increase commitment will likely lead to more successful change outcomes.

In sum

Understanding the different components of commitment to change can help leaders and managers to effectively navigate organizational change. By identifying the type of commitment people feel towards a change, organizations can better support them and address potential barriers. Additionally, by understanding the factors that influence change commitment, leaders can take proactive steps to increase change readiness and foster a culture that embraces change.

References

Armenakis, A. A., Bernerth, J. B., Pitts, J. P., & Walker, H. J. (2007). Organizational change recipients' beliefs scale: Development of an assessment instrument. The Journal of applied behavioral science, 43(4), 481-505. 

Armenakis, A. A., Harris, S. G., Cole, M. S., Lawrence Fillmer, J., & Self, D. R. (2007). A top management team's reactions to organizational transformation: The diagnostic benefits of five key change sentiments. Journal of Change Management, 7(3-4), 273-290.

Bouckenooghe, D., M. Schwarz, G., & Minbashian, A. (2015). Herscovitch and Meyer’s three-component model of commitment to change: Meta-analytic findings. European Journal of Work and Organizational Psychology, 24(4), 578-595.

Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: extension of a three-component model. Journal of Applied Psychology, 87(3), 474.