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Change Management Specialist (CMS)
“An organization's ability to learn, and translate that
learning into action rapidly, is the ultimate
competitive advantage.”
Jack Welch
Management and Strategy Institute
By the end of this course
you will be able to:
Design and manage change programs,
persuade people to change and
respond to resistance to change
What is This Course About?
Management and Strategy Institute
Why Change?
By the end of this session
you will be able to:
Understand why some organizations fail
in change management
Management and Strategy Institute
Why Change?
• The purpose of this course is to familiarize you with the
process of change management and help you
understand why some companies succeed in
implementing change while others fail.
Management and Strategy Institute
Why Change?
• You will be introduced to a variety of theories on change
management and best practice guidelines derived using
comprehensive studies carried out by the scientific
community on change. You will learn what needs to be
done both behaviourally and structurally to make change
stick.
Management and Strategy Institute
Why Change?
• This course helps you understand why some people are
afraid of change and resist it. You will be introduced to a
number of techniques that are shown to be effective to
overcome this resistance. You will also learn about
coaching, mentoring, motivating and various
management tools that can help you in the process.
Management and Strategy Institute
Why Change?
• This session is about leadership and management,
especially change management. Main causes of
organization’s failure in terms of change management
are explored in this session. Different types of change
are also explained to help you predict how your own
organization might react to a changing environment.
• You will also learn about two established theories on
change management and explore their application.
Management and Strategy Institute
Why Organizations Fail
• Recent history shows that we have become good at
creating companies around new concepts, ideas and
technologies. Founders of these companies often have a
vision for the use of the technology or methods they
pioneer and use that vision to develop the company.
Management and Strategy Institute
Why Organizations Fail
Growth requires management
Success leads to more recruitment
Setting up factory and starting to sell
Acquiring offices
Founding a company
Mastering a new technology or method
An idea
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Why Organizations Fail
• Once the company becomes more successful, it starts to
dominate the market. This in turn leads to more growth
which requires a more extensive organization.
• This is when the risk of failure starts to increase.
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Why Organizations Fail
• The organization’s priority changes to manage this
growth and turns its focus inwards. Members of staff are
trained mainly on management and not on leadership
simply because there is a huge demand for managing
various aspects of the organization as it grows.
Employees learn how to solve problems, how to plan
and how to manage resources but there is no emphasis
on leading.
Management and Strategy Institute
Organizational culture increasingly resistive to change
Focus changes to revenue generation than making great products
Emergence of competitive middle managers; “Elastic Band”
Increased bureaucracy
Management focuses on problem solving rather than leadership
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Why Organizations Fail
• The strong focus on management leads to excess
bureaucracy. Since the organization is dominant in the
market, sales still continue and this lack of leadership
and focus on external events goes unnoticed.
Management and Strategy Institute
Why Organizations Fail
• Meanwhile, a new breed of competitive managers
emerges within the company. They are totally focused on
increasing efficiency and monitoring products and
services in ever more imaginative ways and totally lose
track of external opportunities or threats.
Management and Strategy Institute
Why Organizations Fail
• There is no urgency in changing anything, because
managers have always been encouraged and trained to
maintain the current system. The focus is no longer on
making great products or solving a customer’s needs;
instead, it is about maintaining market share and
increasing revenue per customer to make more money.
Management and Strategy Institute
Why Organizations Fail
• This inward managerial attitude leads to a damaging
culture which is resistive to changes and lacks
leadership. It easily misses the obvious trends in the
market and sometimes even denies their existence.
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Further cuts and change in senior management
Share price goes down
Announces various profit warnings; reduces number of staff
Too slow to change even when obvious
Ignores or actively denies new trends in the market
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Why Organizations Fail
• Before long, a new competitor releases a vastly superior
product to the market by which time it is too late and too
difficult to turn the massive lingering corporate ship
around.
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Why Organizations Fail
• What follows is what we have heard many times; growth
forecast warning, downsizing, political infighting, share
price crashes and increased volatility, redundancies, a
series of management changes, still losing market share
and becoming increasingly irrelevant in the industry. In
extreme cases the company may go bankrupt and leave
a legacy of “how not to do it”.
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The Solution
• The solution is to initiate change early and create a
culture of leadership. This is not about having one larger
than life leader that goes around convincing everyone of
a new vision. Large organizations are much too big for
this.
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The Solution
• Instead, many people need to get involved in leading the
change and this must be embedded into the culture of an
organization so it can always anticipate and react to
market changes.
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Is Change Inevitable?
• From a certain view, change is neither emergent nor
planned. As an organization goes through cycles of
growth it needs to respond to the changing environment.
The following chart demonstrates an organizational life
cycle and how various crises may develop as the
organization grows (Greiner 1972).
Management and Strategy Institute
Is Change Inevitable?
Age of Organization MATURE YOUNG
LARG
E
SM
ALL
Siz
e o
f
Org
aniz
ati
on
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Crisis of
Leadership
Crisis of
Autonomy
Crisis of
Control
Crisis of
Bureaucracy Next
Crisis?
Management and Strategy Institute
Is Change Inevitable?
• The above graph shows that as the organization grows,
it passes through 5 distinct phases. As each growth
period comes to an end, the organization goes through a
short-lived crisis. This trend forms the evolution and
revolution stages of a company as shown in the diagram.
The flat lines are the evolution and the zigzags are the
revolution. A typical life cycle pattern consists of the
following (Clark 1994):
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Life Cycle
The Entrepreneurial Stage
The Collective Stage
The Formalization Stage
The Elaboration Phase
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The Entrepreneurial Stage
• Focus is on manufacturing products or providing the
service.
• Key strategy is to survive.
• Success brings growth and the need to recruit.
• Employee need managing and organizational strategy
becomes more complex.
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The Collective Stage
• The organization is more formally shaped into
departments.
• Professional managers are recruited who share the
same vision as leadership.
• Further growth requires more management control and
delegation.
• Responsibilities are well defined and there is a stronger
sense of autonomy as it increases efficiency.
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The Formalization Stage
• Systems of communication and control become more
formal.
• Bureaucratization occurs.
• Systems of rewards and incentives, salary structures,
and organizational hierarchy are formalised.
• Low level mangers become more autonomous as the
organization grows.
• There is a differentiation between strategic management
and management required to implement policy.
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The Elaboration Phase
• Strategic change expected.
• The organization may reach a plateau or may even show
the first stages of decline.
• Middle managers may need to learn new skills to
achieve change.
• This stage may include rapid turnover and replacement
of senior management.
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Types of Change
• Companies don’t always go through change uniformly
and this can have a significant impact on the way they
handle change or anticipate it. The following are the
most popular patterns of change (Arnold et al. 1998).
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Smooth Incremental Change
• Change evolves slowly and follows a clear path.
• The changes are minor and people can cope with them.
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Smooth Incremental Change
Time
HIG
H
LO
W
Rate
of
Change
Range of
Stability
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Bumpy Incremental Change
• There is some degree of predictability in the external
environment but it is difficult to predict frequency,
duration or magnitude of change.
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Bumpy Incremental Change
Time
HIG
H
LO
W
Rate
of
Change
Range of
Stability
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Discontinuous Change
• Discontinuous change is a radical change and a significant shift away from the way currently things are done. This can be as a result of a crisis in the external environment, possibly affecting the whole industry and not just your organization. Alternatively, the crisis could be due to actions of a competitor.
• The key point is that the organization is under threat and needs to act fast, and change fast to accommodate.
• Because of the urgency, management is likely to provide instructions for change rather than consult for a way forward. The aim is short-term results and compliance. Once the crisis is over, management can proceed to gain long term commitment and anchor the change into organizational culture.
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Discontinuous Change
Time
HIG
H
LO
W
Rate
of
Change
Range of
Stability
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Punctuated Equilibrium
• This illustrates situations where periodically there is a
sudden burst of activity. It suggests that the organization
has carried on with the change within the range of
stability, though every now and then people had to move
out of their comfort zones to respond to various
demands in the market and the environment.
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Punctuated Equilibrium
Time
HIG
H
LO
W
Rate
of
Change
Range of
Stability
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Continuous Transformation
• As communication technology has significantly changed
the environment and has introduced dramatic changes, it
seems that the incremental punctuated model of change
will no longer be sufficient to keep pace. Instead, a
continuous transformation model is proposed where an
organization needs to proactively reinvent itself and
initiate change while responding to environmental
changes. It means that rate of change will frequently go
out of the range of stability as the organization aims to
stay on top.
Management and Strategy Institute
Continuous Transformation
Time
HIG
H
LO
W
Rate
of
Change
Range of
Stability
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Leadership versus Management
• Management is different from leading. Management is
the set of processes used to run a complicated mix of
people and technology smoothly. In contrast, leadership
is the set of processes that creates an organization or
leads it to change and adopt according to circumstances.
Management and Strategy Institute
Leadership versus Management
• When it comes to change management, the distinction is
critical. Transforming an organization depends a lot more
on leadership than it does on management.
Unfortunately, many want to manage change while in
practice they should focus on leading the organization
through change.
• Here is how management compares to leadership:
Management and Strategy Institute
Leadership versus Management
Management
• Organising
• Planning
• Budgeting
• Staffing
• Problem solving
• Controlling
• Resource management
• Providing policies and procedures
• Delegating
• Monitoring
Leadership
• Vision
• Strategy
• Producing change to achieve the vision
• Influence direction and thought process
• Create teams
• Create coalitions that understand the change
• Motivating and energizing
• Overcoming bureaucratic barriers
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Two Theories of Change
• There are two archetypes of theories of change as
demonstrated by Michael Beer and Nitin Nohria (Price
2009). They are known as Theory E and Theory O.
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Two Theories of Change
Theory E • Change based
on economic value.
Theory O • Change based
on organizational capability.
HARD APPROACH SOFT APPROACH
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Theory E: Change based on economic value.
– This is the kind of change that leads to headlines. It involves
substantial redundancies, heavy use of economic incentives,
downsizing, cost saving, selling parts of the business to save
costs and so on.
– It is also known as the “hard” approach to change.
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Theory O: Change based on organizational
capability.
– Here, the goal is to develop a corporate culture through
organizational training and learning. It is a long term approach
and involves self-reflection, feedback, implementing more
changes and gradually developing a new corporate culture with
new ways of working.
– It is also known as the “soft” approach to change.
Management and Strategy Institute
Theory E Theory O
Aims
Increase and
maximise
shareholder value
Improve
organisational
capability
Focus
Focus on cost
saving, efficiency
and systems
Focus on corporate
culture, attitudes and
employee mentality
Results Focus on short-term
immediate results
Focus on long terms
goals
Increase and maximize
shareholder value Improve organizational capability
Focus on cost saving,
efficiency and systems
Focus on corporate culture,
attitudes and employee mentality
Focus on short-term
immediate results without
which the organization may
not survive
Focus on long terms goals to
change course and end up with
persistent gains
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Theory E Theory O
Leadership Top down change
management
Bottom up change
management
Process Plan specific
programs
Experiment and
evolve
Top down change management Bottom up change management
Plan specific programs Experiment and evolve
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Theory E Theory O
Use of
Consultants
Consultants analyse
the organisational
problem and
provide and shape
solutions
Consultants provide
support to the
management and
employees come up
with their own
solutions
Rewards
Provide financial
incentives to
motivate
Use commitment and
increased
responsibility as
incentives motivate
Consultants are used to analyze
the organizational problem and
provide and shape solutions
Consultants provide support to the
management and employees to
come up with their own solutions
Provide financial incentives to
motivate
Use commitment and increased
responsibility as incentives
motivate
Management and Strategy Institute
Two Theories of Change
• Theory E and O are not always used in isolation; they
can be combined to achieve better results. The
combination allows the organization to quickly cut costs
and increase efficiency and therefore avoid immediate
financial disaster or serious cash flow problems.
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Two Theories of Change
• Meanwhile, the organization can embark on a corporate
cultural change to shift its focus to more profitable areas
and respond to the changing environment by
permanently modifying the way they work.
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How Change Affects People
By the end of this session
you will be able to:
Understand how people handle change
and why their reactions matter
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How Change Affects People
• This session explores various ways in which people
respond to change. This helps you understand what
people are going through as a result of the change and
allows you to plan accordingly to provide support,
training, mentoring, coaching and resources.
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How Change Affects People
• You will also learn about how ideas spread which further
helps you see how people react to these new ideas
which again can help you to plan ahead as you go
through different stages of change.
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How We Respond to Change
• The following model known as the “The Personal
Transition Curve” was developed by John Fisher. It
captures how individuals deal with change. This is a
useful model for change managers and those who need
to be aware of the consequences of change so they can
provide support as the change unfolds.
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Anxiety
Thought:
• What is going to happen?
Concept:
• Not knowing how to cope with future change.
• Becoming anxious because the events lie outside of an
individual’s control.
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Time
HIG
H
LO
W
Accepta
nce
Finally, something is going to change.
Anxiety
Happiness
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Happiness
Thought:
• Finally, something is going to change.
Concept:
• Anticipating change and positively looking forward to it,
hoping that things will progress forward.
• Confirmation of thoughts that something was indeed
wrong and needed change and hence welcoming the
change.
• This stage can lead to unrealistic expectations if not
managed well.
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Time
HIG
H
LO
W
Accepta
nce
Can I handle this?
Anxiety
Happiness
Fear
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Fear
Thought:
• Can I handle this?
Concept:
• There is a fear that something significant is going to
change and will have an effect on everything. How
would the individual handle this?
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Time
HIG
H
LO
W
Accepta
nce
This is big and can disrupt my life.
Anxiety
Happiness
Fear
Threat
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Threat
Thought:
• This is big and can disrupt my life.
Concept:
• The change is perceived as a threat to lifestyle habits or
a disruption to the normal state of affairs in the current
environment. The individual is afraid to end up with
limited choices in the future or how the change can
impact others’ perception of him.
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Time
HIG
H
LO
W
Accepta
nce
Did I really behave that way?
Anxiety
Happiness
Fear
Threat
Guilt
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Guilt
• Thought:
• Did I really behave that way?
• Concept:
• The individual compares his past actions and reactions
and explores alternative interpretations. The self-
awareness and discovery can lead to guilt, causing the
person understand the extent of what was wrong and
how it had impacted others.
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Time
HIG
H
LO
W
Accepta
nce
This is hopeless.
Anxiety
Happiness
Fear
Threat
Guilt
Depression
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Depression
• Thought:
• This is hopeless.
• Concept:
• The individual is de-motivated and confused. He cannot
see how he can fit into this new future. The individual
does not identify with the change and is somewhat lost.
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Time
HIG
H
LO
W
Accepta
nce
This is not for me. I cannot be like this.
Anxiety
Happiness
Fear
Threat
Guilt
Disillusionment
Depression
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Disillusionment
• Thought:
• This is not for me. I cannot be like this.
• Concept:
• The individual loses motivation and is in despair. His
values and beliefs are disrupted and are incompatible
with those of the organization or what the change
dictates. The individual is unmotivated and gradually
withdraws by providing minimum effort, constantly
criticising or complaining. The individual may also resign
to fully disengage from the change.
Management and Strategy Institute
Time
HIG
H
LO
W
Accepta
nce
I cannot accept this. This is not right.
Anxiety
Happiness
Fear
Threat
Guilt
Depression
Hostility
Disillusionment
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Hostility
• Thought:
• I cannot accept this. This is not right.
• Concept:
• The change has not been accepted and is in constant
friction with the individual’s current beliefs. The new
processes are either ignored or are actively undermined.
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Time
HIG
H
LO
W
Accepta
nce
There is no Change.
Anxiety
Happiness
Fear
Threat
Guilt
Depression
Disillusionment
Hostility
Denial
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Denial
• Thought:
• There is no Change.
• Concept:
• The change is not accepted and its presence denied.
The individual falls back to old processes and habits
ignoring the need for change or evidence that supports
ideas that are contrary to his beliefs.
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Time
HIG
H
LO
W
Accepta
nce
I can see how I would fit into this future.
Anxiety
Happiness
Fear
Threat
Guilt
Depression
Disillusionment
Hostility
Denial
Gradual
Acceptance
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Gradual Acceptance
• Thought:
• I can see how I would fit into this future.
• Concept:
• The individual can see how to handle the change and
how it can work for him. He is beginning to see a future
which is better as the result of the change.
Management and Strategy Institute
Time
HIG
H
LO
W
Accepta
nce
This is great. The change is working.
Anxiety
Happiness
Fear
Threat
Guilt
Depression
Disillusionment
Hostility
Denial
Gradual
Acceptance
Moving
Forward
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Moving Forward
• Thought:
• This is great. The change is working
• Concept:
• The individual can see how the change can directly
benefit him and how to exploit these changes to move
forward both individually and also as an organization.
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Why Reaction to Change Matters
• The Personal Transition Curve is a great tool in
recognizing what is needed at each stage. As a
manager who is leading the change, you need to be
aware that most people may not clearly understand
which part of the curve they are in.
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Why Reaction to Change Matters
• It is your job to recognize this, communicate appropriate
information and provide support to help them through
these stages.
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Why Reaction to Change Matters
• As you may have noticed, many of the stages on the
transition curve are highly emotional. Management must
take steps to address these emotional upheavals as they
occur and control their impact in order to minimize the
spread of negativity throughout the organization.
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Why Reaction to Change Matters
• Another important concept is that different people transit
through the curve at different speeds. Hence, you will
end up with a team where each person thinks slightly
differently about the change and hence behaves
differently. This is why the management needs to
provide a tailored solution to accommodate various
needs and reassure the staff accordingly.
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How Ideas Spread
• Another useful classification of how people react to
change and how ideas spread through culture is the
Diffusion of Innovations theory by Everett Rogers.
• Diffusion is a process where a change or an innovation
is communicated in a social network through various
channels over time.
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How Ideas Spread
Earl
y
Majo
rity
Time
Innovato
rs
Earl
y
Adapto
rs Late
Majo
rity
Laggard
s
2.5%
13.5%
34% 34%
16%
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Innovators
– Willing to take risks
– Slightly radical
– Crave change and innovation
– Cope well with uncertainty
– Well informed with multiple sources of information
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Early adopters
– Gatekeepers of new ideas into a system
– The “opinion leaders”
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Early majority
– Take more time to adopt
– Can be influenced by early adopters
– Seldom hold a position of “opinion leadership”
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Late majority
– Sceptical to change
– Might adopt as a result of increased pressure from peers
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Laggards
– Isolated from social network
– Will be the last to change
– Suspicious of change agents
– Show little or have no “opinion leadership”
• The adoption of innovation or change follows an “S
Curve” when plotted over time. Here is how it looks like:
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Earl
y M
ajo
rity
Time
Innovato
rs
Earl
y A
dapto
rs
Late
Majo
rity
Laggard
s
% o
f
Popula
tion
100%
0%
50%
CH
ASM
@ 1
6%
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How Ideas Spread
• A related area of work to diffusion of innovation is the
epidemics of memes. Malcolm Gladwell is his book, “The
Tipping Point” defines tipping point:
• “The tipping point is the magic moment when an idea,
trend, or social behaviour crosses a threshold, tips, and
spreads like wildfire.”
• The book discusses a variety of conditions that
contribute to this and is a great read for anyone
interested in engineering a tipping point for the idea of
change.
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Adoption Stages
• Individuals go through 5 stages during the adoption
process:
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Adoption Stages
Finalises Decision
Confirmation
Considers
Use
Seeks Info to
Understand Benefits
Implementation
Weight Concepts
Decides?
Decision
Interested
Actively Seeks Info
Persuasion
Exposed to
Innovation
Not Inspired
Knowledge
ADAPT
REJECT
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Knowledge
– An individual is exposed to the innovation or new idea, but lacks
knowledge
– Is not inspired to find more information about it.
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Persuasion
– Has become interested in the innovation
– Actively seeks information
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Decision
– Weighs the concept of change and considers advantages and
disadvantages of using it
– Decides to adopt or reject
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Implementation
– Considers implementing the change or innovation to various
degrees
– Seeks information for better understanding
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Confirmation
– Finalizes decision to continue using the innovation and may end
up with total commitment to use it to its full potential
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