In a two part Blog, we discuss the introduction of new processes and how to make them "Sticky"
Part 1. Introducing the new process
When an organisation puts a new process into place, the team responsible for its introduction will celebrate and think their job is done. However, there are several hurdles that will prevent the new process from becoming the culturally accepted way of doing things, in other words ‘sticking’.
Years of research into the process of adoption has shown that there are 5 key parameters that affect how individuals adopt a new process.
1) It needs to show an advantage
2) It needs to be compatible with how they behave
3) Simplicity works; The simpler, the better
4) If they can trial it first, it will be easier to adopt
5) If they see others using it, they will do it as well.
You can use these parameters to influence how well the process sticks.
To address the point of advantage, consider the team who will use the new process. When we do consultancy in a company, we always involve the people that will use the new process. The management team may see some financial or other benefits to using the process, but more often than not, the new process may not address a fundamental issue that the team at the coal-face has.
Compatibility is an interesting point. If the new process is very different to the way they are working, the chances are, it will not be used. In line with ‘Simplicity works’ the easier that a process is to use, the higher the chances of it being used become.
Trialling a new process can be a double edged sword, but it depends on how you go about the trial. We’ve found that trialling a new process with a limited number of staff in one particular department before a major roll-out can double your chances of success. The trial will give you demonstrable results, and hopefully a team full of advocates who can tell everyone else.
A successful trial will also improve the final point of observability. If the other teams in the business see the ‘trial’ team doing well, they will want to use the new process as well.
Part 2. Continuous Improvement
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