Implemention Strategy for Change
Implementation Strategy for Change
By Deborah L. Stevens, MBA, CPA
Walter Bagehot in Physics and Politics said, “One of the greatest pains to human nature is the pain of a new idea. It.makes you think that after all, your favorite notions may be wrong, your firmest beliefs ill-founded... Naturally, therefore, men hate a new idea, and are disposed more or less to ill-treat the original man who brings it.” Have you ever felt ill-treated when trying to implement a new idea or change?
To say the least, implementing change can be difficult, confusing and stressful in any environment, but in the business environment another dimension of complexity is added to an already challenging situation. Many times, convincing a group of diverse individuals to embrace and accept a new idea can seem impossible.
Being proactive and strategic in the implementation approach can go a long way towards easing the pain of this process. Everett M. Rogers, in his book “Diffusion of Innovation” offers some steps helpful in formulating an implementation strategy.
Step #1 - The first step is to identify the target group; the people who are expected to accept and implement the change and/or idea. Once they have been identified, you can separate the target group members into one of five segments:
Innovators
This segment requires a shorter adoption period than any other category. They generally comprise 2.5 percent of the total population. They are generally the risk-takers, and have the ability to understand and apply complex technical knowledge as well as cope with a high degree of uncertainty. This makes them ideal for the initial implementation.
Early Adopters
This segment generally is socially prominent in the organization in that they are a role model for other members, respected by peers, and successful. They generally comprise 13.5 percent of the total population. They would be the next logical group to approach.
Early Majority
This group interacts frequently with peers, seldom hold positions of opinion leaders, and deliberate before adopting a new idea. They are usually 34 percent of the total system. If you can get this segment to adopt the change, the next segment will usually be easier to convince.
Late Majority
Also making up 34 percent of the total system, they respond to pressure from peers and economic necessity. This segment is skeptical and cautious.
Traditionalist
This segment is usually isolated, with their point of reference the past rather than the future. They are suspicious of change and require a lengthy process to adopt change.
Step #2 - The second step is to identify which of the five adoption stages each segment lies in the process.
Stage 1—Awareness
At this stage, the group has been exposed to the change, but complete information is not yet known.
Stage 2—Interest
Interest has been sparked in the new idea and additional information is being sought after.
Stage 3—Evaluation
This group mentally applies the change to their present and anticipated future situation, and then decides whether or not to try it.
Stage 4—Trial
During the trial stage, the group makes full use of the idea.
Stage—Adoption
The segment decides to continue the full use of the idea.
Step #3 - The final step is to use the information gathered in the previous steps to customize your approach to implementation. For example, one strategy would be to focus the initial change efforts to the Early Adopters and Early Majority; bringing them from their current stage in the process to the adoption stage. This strategy makes sense because not only will these target groups be easier to convince, but they may assist in bringing the others to embrace the change, making the implementation much easier for everyone.
Change can be scary for many people. And trying to implement it can be even scarier. But having a step-by-step plan and knowing what resistance you may face can make the implementation a little easier.
Deborah Stevens is the chief financial officer for Border Enterprises, Inc. She can be reached at dlscpa@ktis.net.
