Choose Change!

Lead Change Blog

The early adopters first take a critical look at the proposal before deciding whether it’s a good idea or not. The early majority eventually want to hook up with the new idea, but want some proof that it works before committing. The late majority only buys in into the new idea when they have no option or when the new idea has proven itself beyond doubt. If the change is good, the early innovator will come along anyway. How do you get an early adopter to adopt?

Corporate Culture And Changing Behavior

Eric Jacobson

'I''ve found this advice from authors Neil Smith and Patricia O''Connnell ( How Excellent Companies Avoid Dumb Things ) to be particularly helpful when it comes to corporate culture and changing behavior : Corporate culture is an interlocking series of expectations, rituals, and habits maintained by peer influence and rewarding adherence. To change the way people do things, first you must convince them of the value of change. This is done most effectively by showing them the potential rewards for the new behavior. However, since the rewards are often in the future while the pain of change is immediate, the rewards have to be clearly articulated to serve as motivation. Smith and O''Connell go on to explain that: Given the importance of peer influence, people need to perceive that respected peers are adopting change. The reason.because according to their cited research: 3 percent of the population tends to be innovators of change 9 percent are early adopters 38 percent are early-majority adopters 38 percent are later-majority adopters 12 percent are laggards Consequently, culture change should be aimed at the early and later majorities because they are the largest groups and will influence the others. Corporate Culture Eric Jacobson on Leadership and Management'

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Have your organization’s former Innovators become Laggards?

CO2

Memes are generated by Innovators, and require a committed group of risk-taking Early Adaptors to propel them forward. The Late Majority hold tight to the status quo, are fearful of change, and have difficulty adapting.

Corporate Culture And Changing Behavior

Eric Jacobson

'I''ve found this advice from authors Neil Smith and Patricia O''Connnell ( How Excellent Companies Avoid Dumb Things ) to be particularly helpful when it comes to corporate culture and changing behavior : Corporate culture is an interlocking series of expectations, rituals, and habits maintained by peer influence and rewarding adherence. To change the way people do things, first you must convince them of the value of change. This is done most effectively by showing them the potential rewards for the new behavior. However, since the rewards are often in the future while the pain of change is immediate, the rewards have to be clearly articulated to serve as motivation. Smith and O''Connell go on to explain that: Given the importance of peer influence, people need to perceive that respected peers are adopting change. The reason.because according to their cited research: 3 percent of the population tends to be innovators of change 9 percent are early adopters 38 percent are early-majority adopters 38 percent are later-majority adopters 12 percent are laggards Consequently, culture change should be aimed at the early and later majorities because they are the largest groups and will influence the others. Changing Behavior Embracing Change Eric Jacobson on Leadership and Management Explaining Change'

Do Your Customers Actually Want a “Smart” Version of Your Product?

Harvard Business Review

Analysts at Ericsson, for example, have shaved 20 billion off their early estimates. We began selling this new smart fan option and had several thousand excited early adopters. We were also a little too smitten with our technology, and assumed it would immediately appeal to the “early majority” – who as described in E.M. Rogers’ classic Diffusion of Innovation Theory – buy products en masse after the “early adopters.”