Question

1. 2. 3. Explain the law of diffusion and innovation. Name and define the categories and list the percentage of people that Simon Sinek discussed with his bell curve. What percentage market penetration is the tipping point for mass market success? How do you “cross that chasm” for cultural change? Explain the technique used by Simon Sinek for the Millennial Training Program.

Answer 1

Innovation Diffusion Theory (DOI) developed by E.M. Rogers is one of the earliest theories in cognitive science, in 1962. It arose from conversation to describe how an idea or object gains traction over time and diffuses (or spreads) through a given community or social network. The end effect of this diffusion is that people follow a new concept, action, or substance as part of a social network. Adoption means a person is doing something different from what they did before (i.e. purchasing or using a new substance, adopting and practicing a new behavior, etc.). The secret to acceptance is that the user must perceive the concept, action or substance as unique or creative. It is by this that diffusion can be accomplished.

Adoption of a new concept, action, or substance (i.e., "innovation") does not emerge immediately in a social system; instead, it is a mechanism by which certain individuals are more likely to embrace innovation than others. Studies find that individuals who follow an innovation early on had different features than those who later embrace an innovation. It is necessary to consider the features of the target market when introducing innovation to a target group that can support or impede the implementation of the innovation. There can be five defined groups of adopters, and although the bulk of the general population appears to fall into the middle category, the features of the target group do need to be understood. There are various approaches used in marketing a product to cater to the specific types of adopters.

1. Innovators-They is the people who want to test the idea first. We are adventurous and most of them are open to new ideas. These individuals are really likely to take chances, and also are the first to come up with new ideas. You ought to do very little, if something, to cater to this community.
2. Fast Adopters-They is people who vote behind representatives of thought. We appreciate leadership positions and welcome opportunities for change. They are already mindful of the need to improve and so embracing new ideas is really easy. Appealing approaches for this demographic include development guides and knowledge sheets. You don't need facts to encourage them to adjust.
3. Late Majority-Such people are never leaders, but they embrace new ideas in advance of the norm. This being said, they usually like to see evidence that the idea performs before they are prepared to adopt it. Strategies for catering to this audience provide success reports and evidence of the feasibility of the product.
4. Late Majority-Some people are cynical of reform and would accept an idea even after the majority has experienced it. Strategies for catering to this demographic provide details about how many people have attempted the product and have effectively implemented it.
5. Laggards-These men are very religious and bound by tradition. We are very cynical of transition and are the most difficult party to get on board. Strategies to cater to this demographic include numbers, calls for anxiety and coercion from people in the other classes of adopters.

By outlining the lifecycle of product adoption, Moore reveals that consumers are seated in various locations at different times. When you hit a turning point with a market penetration of between 15 and 18 percent, the machine tips and you get mass consumer adoption of an idea.

Crossing the Chasm for cultural change:

In an environment where the current standard is a continuous transition, and where uncertainty will arrive by the most unlikely locations, the most competitive, efficient, and durable enterprises have recently crossed the gulf of transformation. New agile operating frameworks enable teams to exchange expertise and communicate with motivated, autonomous, linked teams.

Where does the business fit on the "mechanistic" to "networked" scale? I think mine is like some of the others with whom I have worked over the past 5 years, has a manner to get to this distant bliss.

The C-suite is deploying numerous detached technology-enabled change measures in an attempt to force change in the quest for such a new organizational dream, yet all they do is more disengage a bewildered and stressed workforce.

Culture is key

Workers often wear a "social identity" mask and are supposed to stick inside the strict boundaries of their job in most businesses. Stepping off these barriers, like exchanging information or helping friends, is also called negative behavior.

As explained by Mark Earls in the wonderful "Herd" our normal reaction is to follow the social guide and avoid the unexpected. Unfortunately, workers demonstrating the versatile, interactive attitudes required to push towards modern agile environments are the ones most likely to call disruptors. Disruptors are not generally wanted. Organizations behave like animals respond to a foreign object when faced with new behaviors. The "norms," challenged, gang-up, and the individuals most likely to result in the vanguard of positive change are either adapted to the new society or abruptly pushed out, more often than not.

Six Keys to Behaviour Change

People are most creative, inventive and open to improvement while in the (safe) state of "reward."

Social research has found that this condition is enabled by six main pillars: empathy, loyalty, trust, liberty, openness, and equality. Let's explore how effective internal relations systems can leverage this information to help and implement painless and sustainable change.

Middle Manager Paradox

The CEO is gathering its senior management to launch yet another series of technology-enabled transformation initiatives. We nod their heads enthusiastically in approval, defending their roles and vividly mindful of bureaucratic need.

However, their reaction may be less optimistic as soon as they exit the conference. As they sometimes claim isn't how they mean nor how they behave control their emotions. With no experience, feedback or involvement in the decision-making process, they can say the CEO made the wrong choice, they don't grasp the logic of operating on the face of the rock, it's never going to succeed, they'd make another choice.

Our own thoughts are the best ones

Let this situation be replayed with a new set of parameters. The CEO, assisted by the local narrator (the CMO), fosters a climate of integrity and openness by involving staff in a wide-ranging dialogue, capturing, cataloging and exchanging thoughts and suggestions prior to making decisions.

Timely, open interactions encourage us to see what choices were considered, what was discarded and why, and whether the final decision was taken (honesty & respect).

Fear resides in Silence ... and Opposition

Certainness is a strong force of transition. Zappos, for example, are making all of their real-time data available to all aspects of their organization. None of this is covered. Everyone understands what's going on. There are no lies in the boardroom, and no surprises. Everybody can see and deal with difficulties as they occur.

The effective transition comms plan lets all aspects of the company realize the implications of the transition: as people with the company, the employees and themselves.