In order to create a strategy to affect change and to successfully convert your model of work to a true-team based model, one must understand how change happens….how change happens on a large scale…like within your organization. How are new ideas successfully introduced and adopted and what can you do to increase the odds that the new way of working will stick?
In the NY Times Bestseller The Tipping Point, Malcolm Gladwell observes the adoption of trends like in the case of shoes in a group of youth in NYC. Getting to the Tipping Point is key in securing a place in the market for the new idea or in the case of DPI™, a new way of working.
Often when managing change, those responsible for putting the change in place exert so much effort developing the change that they can be susceptible to losing their compassion with the individuals that stand between them and a successful transformation. When the rate of change is perceived as too slow, it’s a natural response. The rate at which individuals adopt new ideas is a reliable and documented phenomenon. Read more about Market Diffusion Theory in your redesign process.
Approaching the right groups and in the right way can ease the strain of change management and provide much needed encouragement as different segments of staff respond to the changes in their own unique ways. Myers-Briggs results can supply managers with support around which individuals may respond most to feelings, a shared sense of responsibility, black and white issues or either internal or external consequences.
To understand the initial idea of how change spread, let’s review the concepts studied by Bruce Ryan and Neil Goss around Iowa seed corn rates of adoption in the 1920’s. Those results are published an included in the larger Market Diffusion review completed and published by Everett Rogers.
Diffusion is the process by which an innovation is communicated through certain channels over time among the members of a social system. –Rogers (Elements of Diffusion)