Gartner Research

Developing Buy-In for Change

Published: 25 February 2015

ID: G00273388

Analyst(s): John Hagerty

Summary

Technical professionals struggle to persuade their organizations to pursue almost any change initiative, causing their ideas to languish at early stages. Recognizing organizational inertia and developing a plan to collaborate and communicate with all stakeholders can develop buy-in for change.

Table Of Contents

Synopsis

Analysis

  • Developing Buy-In Is About Overcoming Organizational Inertia
    • Success Causes Inertial Forces to Grow
    • Inertia's Growth Slows Adaptation and Affects Organizational Performance
    • Cognitive Dissonance: Why Simply Amassing Counterevidence Does Not Work
    • Increasing Awareness About Inertia Is the Easiest Way to Counteract It
  • Finding Problems People Want to Solve
    • What Kind of a Problem Is It, and How Does It Affect Decision Making and Eventual Outcomes?
    • Who Cares and Why?
  • Getting Buy-In From Stakeholders
    • Helping Stakeholders Through Stages of Contextual Awareness
    • Developing a Charter to Solidify, Socialize and Show Support for an Idea
  • Stop Succumbing to Inertia's Effects
  • Develop Buy-In to Change Organically by Sharing and Exploring Ideas With Others
  • Examine Root Causes
  • Do Not Fall Into the Charter Trap
  • Change by Influencing Others
  • Change Yourself by Practicing All Six Stages of Contextual Awareness

Conclusion

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