They Agreed In The Workshop But Nothing's Changed

READ TIME - 5 MINUTES

"Everyone was so enthusiastic in the workshop though!"

Maya scrolled through her photos from the co-design sessions she'd held back in early December - sticky notes everywhere, energetic discussions, genuine excitement about the new ways of working. Yet here she was, watching people steadfastly ignore everything they'd agreed to.

The new workflow dashboard? Untouched.

The weekly case review meetings? Dropped after the first attempt.

The feedback loop they'd all championed? Crickets.

She opened her workshop summary document, filled with photos of smiling participants and dot-voted priorities.

"What happened between then and now?" she wondered.

If your workshop enthusiasm isn't translating into real change (and you're wondering why great sessions aren't leading to actual behaviour change), here are three strategies to bridge that gap:

1. The "Workshop to Workplace Bridge"

Most co-design workshops end with good intentions, but no specific commitments to action.

The key is to use the energy in the room to secure concrete commitments before everyone leaves.

This isn't about adding another hour to your workshop - it's about redesigning your workshop to focus on practical adoption from the start.

How to do it:

Design your workshop plan to end with a specific commitment session. Then during that session:

  • Have managers identify their first three actions in the room

  • Create space for teams to discuss barriers and solutions

  • Document specific "From Monday 24 Feb, I will..." commitments

  • Get agreement on how progress will be measured

  • Lock in dates for progress check-ins before people leave

  • Capture volunteers for your change champion network

Pro tip: Make the last 45 minutes of your workshop count. Don't let people leave with just good intentions - get specific commitments on paper.

2. Check your Transition Support Strategy

The gap between workshop and workplace is where most changes stumble.

Providing structured support during those crucial first weeks when new behaviours are most fragile is everything.

This isn't just another activity - it's core change management work that can make or break your initiative's success.

Think of this as your essential recipe for supporting sustainable behaviour change, with ingredients you'll adjust throughout the journey.

During this time your core ingredients should include:

  • Regular floor walking in impacted business areas

  • Quick access to support (Teams channel, drop-in sessions)

  • Coaching support for managers and team leaders

  • Clear escalation paths for issues and barriers

  • Visible tracking of adoption progress

  • Regular feedback loops with key stakeholders

  • Just-in-time reference materials and guides

Pro tip: Think of yourself as a chef tasting and adjusting the recipe - constantly gauge what's working and adjust your support ingredients accordingly.

Another Pro tip: Be especially visible at pressure points when people are most likely to revert to old behaviours.

3. The "Early Adopter Amplifier"

Rather than trying to maintain momentum everywhere, focus on supporting those actually trying to change.

Their success becomes your evidence for others.

How to do it:

  • Identify who's genuinely attempting the new behaviours

  • Provide additional support to these early adopters

  • Document their experiences and challenges

  • Create opportunities for them to share their insights

  • Use their feedback to refine your support approach

  • Help them become informal coaches for their peers

Pro tip: Look for early adopters at different levels - you need champions both on the front line, in people management, and leadership levels.

The gap between workshop enthusiasm and actual change is one of the most common challenges we face.

People rarely resist change in workshops - it’s all fantastical at that point. It's when they get back to their desks that the real test begins.

Remember: Your role isn't to police the new behaviours - it's simply to make them way easier to adopt than it is to cling to the old ones.

Focus on supporting those trying to change, and others will follow when they see it working.

That’s all for this week.

Next Tuesday we’re tackling what to do when your Exec Sponsor is way too busy.

See you then,

Team EVER

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Kate Byrne