The Beckhard-Harris Change Equation

The Beckhard-Harris Change Equation, developed by Richard Beckhard and Reuben Harris, is a simple formula that describes the factors influencing the success of organizational change – particularly in relation to overcoming reluctance and resistance.

It’s a simple equation – Dissatisfaction x Vision x First Steps must be greater than Resistance. If any of the values for D, V or F equal zero, then R wins every time. In other words, we need all three elements (D, V & F) to be obvious and compelling if we want to overcome reluctance and resistance.

Dissatisfaction (D):

This represents the level of discontent or dissatisfaction with the current situation in the organization. For change to occur, there must be a recognition that the current state is not ideal or satisfactory. This is about highlighting the pain of staying the same. People have to feel that the current way of doing things just isn’t good enough. Maybe staff are frustrated with old processes, or customers are giving feedback that things need to improve.

Vision (V):

This refers to the clear and compelling vision of the future state or desired outcome. A well-defined vision helps motivate and guide individuals through the change process. This is about inspiring hope for a better tomorrow if we take action today. There needs to be a clear picture of what you’re aiming for. What will things look like when the change is done? This could be a more efficient team, happier customers, or a safer workplace.

First Steps (F):

These are the initial actions or steps taken towards implementing the change. It’s crucial to have practical and achievable first steps to move from the current state towards the desired future state. This is about creating and building momentum quickly. People need to see a practical plan – what are the first things we’re going to do to get started? This could be running a pilot program, offering training, or setting up a new team.

Resistance (R):

Resistance is the opposing forces or obstacles to change. The reasons people may be reluctant or hesitant. This is the natural pushback you’ll get – people might be worried about job security, extra workload, or just missing the old way of doing things.

How It Works

For change to happen, the combination of dissatisfaction, vision, and first steps needs to be stronger than the resistance you’ll face. If any one of those first three is missing or weak, resistance will win and the change won’t happen.

In plain English:

If people aren’t unhappy enough with the current situation, can’t see a better future, or don’t know where to start, they’ll just stick with what they know.

Let’s say your council wants to introduce a new recycling program:

Dissatisfaction: Residents are fed up with overflowing bins and want a cleaner suburb.

Vision: You paint a picture of a cleaner, greener community with less landfill and more parks.

First steps: You roll out a trial in a few neighbourhoods and provide clear instructions.

Resistance: Some locals worry it’ll be too much hassle or cost more.

If the first three (D, V, F) are strong enough, you’ll get people on board despite the resistance.

Tips for Leaders

• Listen to your people: Find out what’s really bugging them about the current situation.

• Be clear and relatable: Share a vision that makes sense to everyone, from the boardroom to the lunchroom.

• Make it easy to start: Give people simple, practical steps so they know what to do next.

• Acknowledge concerns: Don’t pretend resistance isn’t there-talk about it openly and address it honestly.

Quick Reference Table

If D x V x F is bigger than R, your change is likely to succeed. But if any one of the 3 factors – dissatisfaction, vision or first steps is absent (that is it equals 0) then change will absolutely not work. Anything times zero equals zero.

In other words, for change to be successful, the dissatisfaction with the current state, the vision of the future, and the initial steps taken towards change must collectively outweigh any elements of resistance to change within the organization. Use the equation to review your strategy and make sure you’re addressing these key factors in the change process.

• Are the disadvantages of the status quo sufficiently clear, urgent and compelling?
• Is the vision for a better future also clear and are the benefits obvious and practical?
• Can first steps be taken easily and quickly to give early wins and boost confidence?
• Have all aspects of potential resistance been identified and addressed?

Implementing change is no small task. But using Beckhard and Harris’ change equation during the planning process is a quick and effective way of ensuring that your people understand why change is necessary, why your proposed “to be” state will be better, and what they need to do about it now!

Bottom line:
The Beckhard-Harris Change Equation is a simple but powerful way for leaders to check if their change plan is ready to roll – or if you need to do more groundwork first.

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