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[https://hbr.org/2019/11/breaking-down-the-barriers-to-innovation] - - public:weinreich
behavior_change, organization, management - 3 | id:277240 -

Fortunately, it’s possible to “hack” this problem. Drawing on the behavioral-change literature and on our experiences working with dozens of global companies, including DBS, Southeast Asia’s biggest bank, we’ve devised a practical way to break bad habits that squelch innovation and to develop new ones that inspire it. Like most hacks, our approach isn’t expensive, though it does take time and energy. It involves setting up interventions we call BEANs, shorthand for behavior enablers, artifacts, and nudges. Behavior enablers are tools or processes that make it easier for people to do something different. Artifacts—things you can see and touch—support the new behavior. And nudges, a tactic drawn from behavioral science, promote change through indirect suggestion and reinforcement. Though the acronym may sound a bit glib, we’ve found that it’s simple and memorable in a way that’s useful for organizations trying to develop better habits.

[http://www.impactbydesigninc.org/diffusion-of-innovation] - - public:weinreich
behavior_change, how_to, organization, social_change, theory - 5 | id:177130 -

If you or a small group of colleagues are the ones trying to bring a new practice to your organization, you are an innovator. You are inspired by a new practice you discovered, but will likely face problems getting it accepted. Consider that the challenges you experience when spreading a new practice are totally normal. It doesn’t mean you are failing, should stop trying, or there is anything “wrong” with staff and colleagues. It just means that your role is to plan how to motivate other members of the system

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