When an organization goes through change, much is said about planning, communication, and leadership. Yet there is a silent factor, often overlooked, that can either accelerate or block any transformation: social conformity.
This concept describes the natural tendency we all have to align our opinions and behaviors with the group, whether to avoid rejection or because we believe the majority must be right. Human beings are social creatures: we seek acceptance, belonging, and connection with others.
In the organizational context, this invisible force can be decisive for the success or failure of change. As Jonah Berger highlights in The Power of Influence, people make decisions not only based on information, but also — and often primarily — on what they see around them: the behaviors of the group shape individual choices.
That is why change managers need to develop strategies that turn acceptance of change into the prevailing social norm, a principle also reinforced by the HCMBOK® – Human Change Management Body of Knowledge.
What is social conformity?
Imagine being in a meeting and realizing that everyone else thinks differently from you. Even knowing your opinion makes sense, you hesitate to speak up — or even change your stance — just to avoid standing out. That is social conformity in action.
In companies, this phenomenon manifests in both small, everyday situations and large-scale transformation projects. Stakeholders may adopt a new system simply because everyone else is already using it, or reject it because the group has chosen not to embrace it.
When the majority embraces change, it becomes much harder for antagonists to resist or sabotage it. The weight of the collective speaks louder.
Conformity: ally or barrier
Social conformity can manifest in two very different ways:
- Ally of change: when leaders and influencers adopt and demonstrate enthusiasm, the group tends to follow the same path, creating a positive chain reaction.
- Invisible barrier: when the collective resists, reinforces counterarguments, and pressures dissenting voices into silence. This often hidden, silent force exerts enormous pressure and can sink even the best ideas.
The role of leadership in shaping conformity
One of the most decisive factors in building positive social conformity is the influence of formal leadership. Sponsors, co-sponsors, committees, and high-impact managers do not just communicate change: they legitimize it.
When leaders demonstrate coherence between speech and action, actively participate in initiatives, and reinforce the importance of transformation, they send a clear signal: “This is the right path.” This behavior fosters psychological safety and mobilizes people to follow, often more through example than words.
On the other hand, when key leaders appear ambiguous or distant, the message conveyed is that change is not that important. The result is the spread of negative conformity, directed toward resistance.
In this way, the social influence exercised by leaders becomes a shaping force of collective conformity.
Strategies to channel conformity
Those leading transformations must recognize the strength of both formal leadership and informal networks of influence. Some practices help steer conformity in a constructive direction:
- Identify formal and informal influencers: sponsors and managers, but also natural leaders who shape behaviors daily.
- Create change ambassadors: engage these individuals from the start, turning them into role models for others.
- Build critical mass: focus on strategic groups whose adoption fosters the perception that “change is already happening.”
- Encourage dialogue: create spaces for active listening — in groups or one-on-one — reducing the risk of resistance turning into collective silence. And remember: silence also communicates.
The role of culture
Organizational culture acts as fertile ground — or hostile terrain — for conformity. Cultures that value learning and collaboration foster positive conformity, where the group supports each other to move forward together.
Rigid and hierarchical environments, however, tend to encourage superficial obedience: people say “yes” but resist behind the scenes. Driving change through top-down imposition only reinforces detachment, presenteeism, and disengagement.
Every change project, however, is also an opportunity to evolve organizational culture. Participatory and co-creation processes strengthen the sense of belonging and generate genuine engagement.
In summary
Social conformity is a powerful force that operates silently in any transformation process. When sponsors, committees, and leaders assume their roles actively, consistently, and inspiringly, they can channel this force to generate genuine engagement and collective adoption.
Ultimately, managing change is not only about processes and tools — it is, above all, about understanding and guiding the social dynamics that shape human behavior within organizations.
Sources of inspiration
- Berger, J. The Power of Influence: How Social Engagement Shapes Our Decisions.
- Gonçalves V., Campos C. HCMBOK® – Human Change Management Body of Knowledge.
Would you like to read more about this subject? We suggest you read this article: https://change.management.hucmi.com/organizational-change-ambassadors-building-influence-networks-to-engage-stakeholders/
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