Patterns
1. Trial Run
- Description: Try out the new idea on a small scale before making a larger commitment.
- Why it matters: A trial helps mitigate risk by demonstrating the potential benefits without the full commitment of a large-scale implementation.
- Example: John suggests piloting a new CMS with one team for a month to gather feedback before proposing a company-wide switch.
2. Guru on Your Side
- 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.
3. Shoulder to Cry On
- Description: Find someone who supports you and can listen to your frustrations during the change process.
- Why it matters: Change can be hard and frustrating. Having emotional support helps prevent burnout and keeps the change champion motivated.
- Example: David faces resistance while introducing a new tool, but his colleague Mark provides moral support, allowing him to stay focused.
4. Token
- 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.
5. Bridge-Builder
- 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.
6. Big Jolt
- 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.
7. In Your Space
- 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.
8. Corporate Angel
- 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.
9. Ask for Help
- Description: Seek advice or assistance from others when you encounter challenges in introducing the new idea.
- Why it matters: Asking for help builds relationships, shows humility, and often provides solutions or fresh perspectives you may not have considered.
- Example: Paul struggles to implement a new code review tool and asks a colleague with experience for advice, helping him overcome initial resistance.
10. Do Food
- 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.
11. Royal Audience
- 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.
12. Stay in Touch
- Description: Regularly check in with people after the change is introduced to offer support and keep the momentum going.
- Why it matters: Continuous follow-up ensures that the change is sustained over time and helps address any ongoing challenges.
- Example: After rolling out a new time-tracking tool, Amira keeps checking in with the team and sends updates to maintain momentum.
13. Fear Less
- 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.
14. Test the Waters
- Description: Gauge interest or collect informal feedback about the new idea before formally proposing it.
- Why it matters: Testing the waters helps you refine your pitch, identify potential allies, and avoid surprises when formally introducing the idea.
- Example: Kyle floats the idea of adopting new enterprise software in casual conversations to gather feedback and prepare for any resistance.
15. Celebrate Success
- Description: Publicly recognize and celebrate achievements related to the change effort.
- Why it matters: Celebrating success boosts morale, reinforces the value of the new idea, and motivates people to continue supporting the change.
- Example: Megan throws a party to celebrate her team’s successful transition to a new CRM system, recognizing their effort and keeping morale high.
16. Evangelist
- 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.
17. Innovator
- Description: Identify and involve those who are naturally open to trying new ideas and approaches.
- Why it matters: Innovators are the first to embrace change and can help prove the value of the new idea through early experimentation.
- Example: Tom, a forward-thinking team member, adopts a new project management tool on his own, setting an example for others to follow.
18. Early Adopter
- Description: Find people who are respected by their peers and are willing to be the first to use the new idea.
- Why it matters: Early adopters lend credibility to the new idea and can influence others by sharing their positive experiences.
- Example: Jane, a well-regarded manager, is the first in her department to adopt the new software tool, encouraging others to try it as well.
19. Champion Skeptic
- Description: Find someone who is known for their critical thinking and reluctance to change, and win them over to the new idea.
- Why it matters: Convincing a known skeptic lends credibility to the change and helps address concerns others may have.
- Example: Steve, a cautious team member, is persuaded to try the new quality control process. Once he supports it, the rest of the team follows suit.
20. Connector
- Description: Identify key individuals who are well-connected and can help spread the new idea throughout their network.
- Why it matters: Connectors can amplify your message and ensure that the new idea reaches a wider audience.
- Example: Carlos, who knows many employees across different departments, starts sharing success stories about the new tool, helping it gain traction.
21. Personal Touch
- 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.
22. Just Do It
- Description: Start implementing the new idea on a small scale without waiting for formal approval, showing what can be done.
- Why it matters: Action speaks louder than words. Small, visible successes help convince others to follow suit.
- Example: Daniel starts using a new bug-tracking tool for his projects, showing the team how it improves efficiency without waiting for formal buy-in.
23. Step by Step
- Description: Break the change initiative into small, manageable steps rather than attempting large-scale transformation all at once.
- Why it matters: Small wins build confidence, reduce resistance, and make the change process more digestible.
- Example: Sarah introduces Agile practices to her team by first implementing daily stand-ups, followed by short sprints, and then retrospectives.
24. Small Successes
- 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.
25. Sustained Momentum
- Description: Keep the energy around the change initiative alive by continuously promoting and reinforcing the new idea.
- Why it matters: Change efforts can lose steam if they’re not nurtured. Regular reinforcement keeps people engaged and motivated.
- Example: Amira regularly sends out updates and success stories about the new process to remind people of the ongoing benefits.
26. Involve Everyone
- Description: Make an effort to engage as many people as possible in the change initiative to create a sense of ownership.
- Why it matters: The more people involved, the more likely they are to support the change and spread it to others.
- Example: For a company-wide rollout of a new tool, Oliver creates cross-functional teams to ensure representatives from each department are involved.
27. Time for Reflection
- 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.
28. Pick Your Battles
- 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.
29. Whisper in the General’s Ear
- 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.
31. Group Identity
- 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.
32. Celebration
- 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.
33. Future Commitment
- 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.
34. Bridge
- 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.
35. Myth Buster
- 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.
36. Bridge the Gap
- 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.
37. Tailor Made
- 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.
38. Small Incentives
- 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.
39. Local Advocate
- 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.
40. Emotional Connection
- 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.
41. Respected Techie
- 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.
42. Set Expectations
- 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.
43. Brown Bag
- 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.
44. Time for Learning
- 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.
45. Step by Step Adoption
- 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.
46. Shoulder to Shoulder
- 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.
47. Bridge to the Future
- 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.
48. Involve the Boss
- 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.