Description: Get an external expert or well-respected figure to support and endorse the new idea.
Why it matters: People are more likely to trust the opinion of a recognized expert, giving the change initiative more credibility.
Example: Emily invites a respected external software testing expert to speak at her company’s event, lending authority to her proposal for a new testing process.
Description: Give people small, tangible items related to the new idea to keep it visible and top-of-mind.
Why it matters: Physical reminders keep the new idea in people’s consciousness and create opportunities for conversation about it.
Example: Clara distributes stickers with the phrase “Work Smart, Anywhere” as a visible reminder to encourage her team to support remote work policies.
Description: Build connections between people in different departments or teams to foster collaboration.
Why it matters: Organizational silos can impede change. Connecting people across teams ensures that information and support for the change can spread more easily.
Example: Anita organizes informal lunch meetings between the engineering and operations teams to break down barriers and encourage collaboration for a new process automation tool.
Description: Organize a high-energy event, such as a conference or keynote speech, to spark interest and excitement around the new idea.
Why it matters: A “big jolt” can attract attention, motivate people, and create momentum for the change initiative.
Example: Raj arranges for a well-known design thinking expert to deliver a keynote at the company conference, generating excitement about his initiative.
Description: Place visible reminders about the change idea in high-traffic areas.
Why it matters: Constant, visible reminders make the idea part of everyday life and keep it in people’s minds, encouraging them to adopt it.
Example: Mary puts charts and posters about a new project management methodology on the walls in common areas, ensuring it remains part of everyday conversations.
Description: Find a high-level executive or sponsor to support the new idea and provide resources or backing.
Why it matters: Support from senior leadership lends authority to the change initiative and increases the likelihood of success by securing needed resources.
Example: Samantha convinces a senior executive to support her push for continuous integration, and the executive advocates for the initiative in management meetings.
Description: Provide food at meetings or informal gatherings when discussing the new idea.
Why it matters: Offering food creates a relaxed, social atmosphere where people are more likely to engage in open discussions about the change without feeling pressured.
Example: Tara hosts a casual lunchtime meeting with pizza to discuss a new data analytics tool, making the meeting more enjoyable and encouraging participation.
Description: Present the new idea to high-level executives or decision-makers in a formal setting.
Why it matters: Getting time with influential decision-makers shows that the initiative is taken seriously and can help secure their endorsement.
Example: Jacob presents his new documentation standard to the company’s leadership team, showing how it aligns with corporate goals and improving his chances of approval.
Description: Encourage people to experiment with the new idea and be comfortable with making mistakes as they learn.
Why it matters: People are often hesitant to try new things because they fear failure. Creating a safe environment for experimentation helps overcome this barrier.
Example: Lisa introduces cloud-based infrastructure by encouraging her team to try small, low-risk experiments and learn from mistakes without fear of judgment.
Description: A dedicated person must take on the role of championing the new idea with passion and commitment.
Why it matters: Change efforts often need a passionate advocate who is willing to persist and spread enthusiasm to others.
Example: Sarah, a software engineer, becomes the champion for Agile practices, holding informal lunch-and-learns to introduce her team to the methodology.
Description: Meet individually with people to explain the new idea, address their concerns, and offer personal support.
Why it matters: Personalized communication builds trust and allows you to address specific concerns, making people feel valued.
Example: Emily schedules one-on-one coffee meetings with her colleagues to discuss the benefits of a new development process and answer their questions.
Description: Highlight and celebrate early wins, no matter how small, to demonstrate progress and build momentum.
Why it matters: Celebrating small victories helps motivate others and shows that the new idea is working in practice.
Example: After successfully implementing the new process in a small team, Megan shares the results with the wider organization to demonstrate its effectiveness.
Description: Give people time to think about and discuss the new idea, allowing them to process it at their own pace.
Why it matters: Reflection helps individuals internalize the benefits and impact of the change, making them more likely to adopt it.
Example: After introducing Agile practices, Mary sets aside time at the end of each sprint for the team to reflect on what worked and what could be improved.
Description: Don’t fight every battle. Focus on areas or individuals where you can make the most impact, and let some things go.
Why it matters: Trying to change everything at once can lead to burnout and failure. Picking key areas to focus on maximizes the chances of success.
Example: Rather than convincing everyone at once, Clara focuses on persuading a small, influential group to adopt the new remote work policy, knowing they will influence others.
Description: Gain support from influential leaders or decision-makers who can drive the change from the top down.
Why it matters: Leadership support often carries significant weight in convincing others to adopt the new idea.
Example: Jacob schedules a private meeting with the company’s CEO to explain the benefits of the new documentation system, securing executive backing for the initiative.
Description: Find a local leader or manager who can act as a sponsor and advocate for the change within their department or team.
Why it matters: Having a local sponsor increases the chances of adoption within specific teams or departments, as they provide resources and support at the grassroots level.
Example: Samantha convinces the head of her department to support the introduction of continuous integration, ensuring the necessary resources and buy-in.
Description: Build a sense of shared identity around the new idea, making it part of the group’s culture.
Why it matters: People are more likely to adopt and stick with a new idea when it becomes part of their group’s shared identity and values.
Example: To help the team embrace DevOps practices, the company hosts events where they create a shared identity around being a “DevOps team,” celebrating their collaborative spirit.
Description: Celebrate milestones and successes to recognize progress and keep people motivated throughout the change process.
Why it matters: Celebrations reinforce the positive impact of the new idea and build morale, making people more likely to continue supporting the change.
Example: After successfully completing the first sprint with a new Agile approach, Megan organizes a team lunch to celebrate the achievement and motivate the team for future sprints.
Description: Ask people to make a small, informal commitment to support the change in the future.
Why it matters: When people verbally commit to supporting something, even if informally, they are more likely to follow through later.
Example: During a team meeting, James asks his colleagues to commit to trying the new time-tracking tool at least once during the next project cycle. Most agree, making it easier to introduce later.
Description: Connect the new idea to something familiar to reduce resistance and make the transition smoother.
Why it matters: People are more comfortable with change when they can relate it to something they already know or do.
Example: Emma compares the new documentation system to the company’s existing project management tool, emphasizing similarities to make the transition less intimidating.
Description: Address and dispel common misconceptions or myths about the new idea that may be causing resistance.
Why it matters: False beliefs or assumptions about a new idea can hinder adoption. By correcting these misconceptions, you reduce opposition.
Example: When some team members express concern that Agile will eliminate documentation, Lisa holds a session to bust the myth, explaining how Agile actually encourages concise, focused documentation.
Description: Help people see the connection between their current practices and the new idea, showing them how the new idea fills a gap in their current approach.
Why it matters: Highlighting the benefits of the new idea, especially how it solves current problems, makes people more willing to adopt it.
Example: David demonstrates how the new testing framework will address the slow feedback cycle the team currently faces, bridging the gap between current frustrations and future improvements.
Description: Customize the new idea to fit the specific needs and culture of the organization or team.
Why it matters: A one-size-fits-all approach to change often fails. Tailoring the idea to the context increases its chances of success.
Example: Instead of adopting an off-the-shelf Agile process, Jenny works with her team to modify Agile practices to fit their project timelines and workflows.
Description: Offer small rewards or incentives to encourage people to try the new idea.
Why it matters: People are more likely to try something new when there’s a tangible benefit, even if small. Rewards help overcome inertia.
Example: Sarah offers a gift card to anyone on her team who completes the training for the new version control system, increasing participation in the rollout.
Description: Find a respected team member who can become an advocate for the new idea within their group.
Why it matters: People trust their peers more than external advocates or managers. A respected local advocate can influence others more effectively.
Example: Tony, a well-regarded developer, starts promoting the benefits of test-driven development (TDD) within his team, making others more open to adopting the practice.
Description: Help people make an emotional connection to the new idea by linking it to values they care about, such as improving work-life balance or reducing stress.
Why it matters: Change is more likely to succeed when people feel emotionally invested, not just intellectually convinced.
Example: During the rollout of a new collaboration tool, Kelly highlights how it will reduce unnecessary emails and late-night work, improving work-life balance.
Description: Enlist the help of a technically skilled and respected person to support the technical aspects of the new idea.
Why it matters: People are more likely to trust and follow technical advice from someone they respect and who has proven expertise.
Example: When introducing a new software deployment tool, Alan enlists Jake, the most senior developer, to demonstrate how it improves deployment efficiency. Jake’s technical expertise convinces the team to try it.
Description: Clearly define what is expected during the change process, including roles, responsibilities, and outcomes.
Why it matters: People are more likely to adopt a new idea if they know what is expected of them. Clear expectations reduce confusion and anxiety about the change.
Example: When rolling out a new Agile process, Megan clearly communicates that team members are expected to attend daily stand-ups and participate in retrospectives, so no one is caught off guard.
Description: Organize informal, lunchtime sessions to discuss and share the new idea in a relaxed setting.
Why it matters: A casual environment encourages open dialogue and makes learning about the change feel less formal and pressured.
Example: Sarah organizes “brown bag” lunch sessions where employees bring their lunches and learn about the benefits of adopting the new testing framework in a relaxed, informal setting.
Description: Ensure that people have time to learn the new idea or technology without feeling overwhelmed by their regular responsibilities.
Why it matters: People need dedicated time to explore and practice new concepts without feeling stressed about their usual work. Without time to learn, the change is more likely to fail.
Example: During the introduction of a new DevOps tool, Laura ensures that her team has dedicated hours each week for training and experimentation without sacrificing their normal project timelines.
Description: Introduce the change gradually, allowing people to adopt it incrementally rather than all at once.
Why it matters: Breaking the change into smaller, manageable steps reduces resistance and increases the likelihood of success.
Example: Instead of switching entirely to a new CRM system, Jim rolls it out in phases, allowing one team to adopt it first and then gradually expanding to the rest of the company.
Description: Work alongside others who are hesitant about the change to provide hands-on help and encouragement.
Why it matters: Direct support builds confidence and reduces the fear of making mistakes, making the change feel less intimidating.
Example: When implementing a new coding standard, Jane spends time working alongside developers who are struggling with the change, offering guidance and assistance in real-time.
Description: Help people visualize how the new idea will help them succeed in the future and show the long-term benefits.
Why it matters: People are more likely to adopt a new idea if they can see how it benefits their future goals and needs, not just the present.
Example: Peter presents a roadmap showing how the new data analytics platform will streamline reporting processes over time, making employees’ jobs easier in the long run.
Description: Engage leadership early in the process to gain their support and involvement in the change initiative.
Why it matters: Leaders can influence others by endorsing and participating in the change, making it more likely to succeed across the organization.
Example: Amy ensures that her department head is actively involved in the rollout of the new performance review system, increasing its visibility and legitimacy within the team.