A second issue lies within the terms ‘change’ or ‘managing change’, which appear in organizations in so many ways they have become a commodity in management and leadership jargon. They are used in mergers and acquisitions to describe the process of integration, the implementation of a new initiative, such as customer relationship management (CRM) or enterprise resource planning (ERP), in organizational redesign programs – of R&D, for example – and in creating new structures or teams. Even communication plans are sometimes called change management programs. Stretched to the limit, managing change means management.

A change management program creates or transforms processes and systems that take an organization from A to B. The experts, internal or external consultants, will help define the objectives of the change and the requirements for it. They will map the journey from A to B. There will be milestones and checkpoints, review processes and gates, success factors and budgets, motivational and information meetings.

Change management programs are like cooking. You can have sophisticated or mundane ingredients, shop at the local grocer’s or the delicatessen, eat lots of courses or a quick sandwich. You may be (or may have paid for) an inexperienced cook, a microwave manager or one with a Michelin star. Change management consulting is the same. In this area, as in any other, budget holders should heed the old saying, ‘you pay peanuts: you get monkeys’.

Managing methods
The average change management program is plain vanilla. Academics and the consulting industry have produced a wealth of methodologies and a plethora of do’s and don’ts. If the adage ‘a method is a trick that has been used twice’ is true, there are many methods around. Most of them are indistinguishable. Provided your consulting partners know their job, are professionals and use the change management cookbook, it’s difficult to get the plain vanilla variety wrong. But you may have forgotten an important ingredient.

So you have the plans in place, the maps, the communication tools and the meeting room in the country house hotel where you gather the troops to convince them change is good. You know how to get from A to B and you know who is going to be on the journey. And on this kind of journey, there will be successes and failures. Failure in this case should not just be defined by objectives not having been met – in many instances it is partial adoption or poor usage of new processes and systems that is at fault.

Take CRM. Companies spend significant amounts of money installing IT systems that are supposed to link all aspects of a customer’s profile, what is often called a 360-degree view of the client. For instance, when a medical sales rep calls on a hospital specialist he should have at his disposal all the historical and strategic information about the physician, including his preferences, opinions and whether he has been seen by other company reps in another capacity – for example, if he is part of a clinical trial led by the R&D division. He is supposed to feed the outcome of the visit back into the system, log any interest in products he does not handle, ensuring the right rep gets in touch, and perhaps log any side-effects the physician has reported. If you multiply this effort by all sales and back office people, the result is a formidable database that is invaluable to the company.

This is a wonderful theory. So why has CRM consistently failed to meet expectations? Usage by sales forces may be low, many reps hate it and corporate office can’t understand why. The reps blame the technology for not delivering, the IT departments blame the reps for not using it properly, management asks serious questions about undelivered ROI, part of the sales force uses old systems in parallel, the IT vendors are frustrated and, overall, many people are unhappy, including the CEO who a few months earlier had announced significant efficiencies following the adoption of the latest system for sales force automation and total customer care.

In nine out of ten cases, the reason for this situation has nothing to do with the sexy IT or even process implementation – it’s behavior, stupid. And here is the missing ingredient. In most cases there is an unspoken assumption that once the new systems and processes are in place, people will adapt to them. It’s an assumption as fair and rational as it is wrong.

Contradictory claims
It is presumed that if one accepts system Y is better than system X, people will use Y and behave consistently with how it works. But the reality is that many people continue to behave in the old way. Explanations will be given for this, most of them post hoc rationalizations of the ensuing fiasco. One example is: “people are not motivated enough”. But three months ago you gathered your sales force for a motivational weekend where motivational speakers and your COO infused the troops with excitement for the multi-million-pound investment. Another example: “people don’t see the value of it and don’t use it much”. But you installed the processes and the IT system via several project teams that included representatives of the now-disillusioned troops. They constructed the requirements for the new system. You also hear that the technology is too complex, or that it doesn’t deliver what it promised. But, again, lots of people were involved in its development.

You will hear many other explanations too, but once you scratch the surface, a common factor appears: old behaviors are still reinforced and have not been substituted by new ones. A fundamental law of psychology states that behavior is sustained or repeated if it’s reinforced or rewarded, regardless of the reason for its existence. Reinforcements come in all shapes: money, bonus targets, power gained, a pat on the back, promotion, pleasing the boss and so on. Change management programs tend to forget that for the new system to be used, new behaviors need to be instilled and reinforced because new systems and processes, whether IT-induced or not, do not necessarily generate new behavior. On the contrary, new behavior needs to be instilled to support the new processes and systems. By behaviors we mean both management behavior – like the culture that defines how things are accepted or discouraged – and end-users’ behavior.

Another fundamental cause of failures, particularly in implementing CRM in hi-tech companies, is the potential coexistence of contradictory aims: the customer-centric goal of a CRM and the very common product-centric machinery of the company. R&D-led companies speak a product portfolio language – pipeline richness or gaps, breakthrough innovations, blockbusters – and create machinery for marketing, sales and training consistent with that. Nothing wrong there. But true customer-centric approaches focus on solving customer problems and speak a customer language. You can’t have an exclusively product approach and sell via a customer solution. There are choices to be made, and on many occasions management either does not see them or doesn’t want to make them.

Reinforcements are applied in the wrong place. If the desired behavior for the reps is diligent use of the CRM system – feeding it by filling in boxes on the computer – but they continue to be rewarded for the number of calls they make or the sales figures, their inclination to feed the system will fade progressively. And if the same management that brought in the CRM system continues to ask only for call figures and market share, without declaring much interest in customer data, don’t be surprised if the CRM system is used at 25% capacity and hated by everybody. The reps could have continued to provide those data under the old territory management system which, incidentally, took a fraction of the time to use. The sales force has effectively been given a Rolls Royce to work with, but they are rewarded according to the number of grocery bags they carry in the trunk. No wonder shopping has become so expensive.

Rewarded or reinforced behaviors repeat themselves and become the norm, no matter how much the strategic aims and statements contradict them. A good change management program must explore which behavioral components should be reinforced, and which shouldn’t (a layman would be forgiven for calling it ‘punished’, but this is very different and far less effective than a lack of reinforcement). It’s all well beyond process, systems or IT architectures.

The lack of psychological technology applied to new systems’ implementation is extraordinary. One pharmaceutical client using our behavioral change management (BCM) program told me recently: “We got it all wrong with our CRM”. She was too hard on herself, because most of what they were doing was right. They just forgot about behavior. Any behavioral program that deals with implementing a new process must follow psychological laws. Motivational exercises can be used to engage the sales force or user group – appealing to their loyalty, commitment and perhaps the buzz they get from success. In general, these motivational exercises (or ‘behavioral triggers’) are good for launching initiatives and supporting the early stages of adoption, but they are not good as sustained reinforcement. Even if new positive behaviors are adopted, they will fade if they are not reinforced.

Reinforcing the message Small Business Ideas - How To Take Action
Why Should You Take Action? Why should you realize your small business ideas?Why be successful?...Why be anything?The answers you get when you ask yourself these difficult questions, will determine if you can make it as a small business entrepreneur.Some of those questions are simple and can be answered in a straight forward manner. Why do you want to start a business? Why do you want to set goals for yourself? Etc.However, when you think about taking action, make yourself successful, doing the necessary sacrifices, or more precisely how can you turn yourself into the type of person who take action...It is a fact that we can change our nature, by what we repeatedly do. Therefore it's not enough with just a single act, you have to make it a habit.Many people can share with you why certain traits or habits are important for them, it's harder to explain why the same traits should be important to you. If you're not motivated and have inspiration to do what you do, why do it at all?You probably read and hear a lot of success stories of people making money from this and that. They all had to start from the beginning at one point.Each and every one of them had to make the decision, "I want to be successful","I must take action". Now, each and every person who want to get out of the rat race has to find the motivation and inspiration to dne with a Michelin star. Change management consulting is the same. In this area, as in any other, budget holders should heed the old saying, ‘you pay peanuts: you get monkeys’.

Managing methods
The average change management program is plain vanilla. Academics and the consulting industry have produced a wealth of methodologies and a plethora of do’s and don’ts. If the adage ‘a method is a trick that has been used twice’ is true, there are many methods around. Most of them are indistinguishable. Provided your consulting partners know their job, are professionals and use the change management cookbook, it’s difficult to get the plain vanilla variety wrong. But you may have forgotten an important ingredient.

So you have the plans in place, the maps, the communication tools and the meeting room in the country house hotel where you gather the troops to convince them change is good. You know how to get from A to B and you know who is going to be on the journey. And on this kind of journey, there will be successes and failures. Failure in this case should not just be defined by objectives not having been met – in many instances it is partial adoption or poor usage of new processes and systems that is at fault.

Take CRM. Companies spend significant amounts of money installing IT systems that are supposed to link all aspects of a customer’s profile, what is often called a 360-degree view of the client. For instance, when a medical sales rep calls on a hospital specialist he should have at his disposal all the historical and strategic information about the physician, including his preferences, opinions and whether he has been seen by other company reps in another capacity – for example, if he is part of a clinical trial led by the R&D division. He is supposed to feed the outcome of the visit back into the system, log any interest in products he does not handle, ensuring the right rep gets in touch, and perhaps log any side-effects the physician has reported. If you multiply this effort by all sales and back office people, the result is a formidable database that is invaluable to the company.

This is a wonderful theory. So why has CRM consistently failed to meet expectations? Usage by sales forces may be low, many reps hate it and corporate office can’t understand why. The reps blame the technology for not delivering, the IT departments blame the reps for not using it properly, management asks serious questions about undelivered ROI, part of the sales force uses old systems in parallel, the IT vendors are frustrated and, overall, many people are unhappy, including the CEO who a few months earlier had announced significant efficiencies following the adoption of the latest system for sales force automation and total customer care.

In nine out of ten cases, the reason for this situation has nothing to do with the sexy IT or even process implementation – it’s behavior, stupid. And here is the missing ingredient. In most cases there is an unspoken assumption that once the new systems and processes are in place, people will adapt to them. It’s an assumption as fair and rational as it is wrong.

Contradictory claims
It is presumed that if one accepts system Y is better than system X, people will use Y and behave consistently with how it works. But the reality is that many people continue to behave in the old way. Explanations will be given for this, most of them post hoc rationalizations of the ensuing fiasco. One example is: “people are not motivated enough”. But three months ago you gathered your sales force for a motivational weekend where motivational speakers and your COO infused the troops with excitement for the multi-million-pound investment. Another example: “people don’t see the value of it and don’t use it much”. But you installed the processes and the IT system via several project teams that included representatives of the now-disillusioned troops. They constructed the requirements for the new system. You also hear that the technology is too complex, or that it doesn’t deliver what it promised. But, again, lots of people were involved in its development.

You will hear many other explanations too, but once you scratch the surface, a common factor appears: old behaviors are still reinforced and have not been substituted by new ones. A fundamental law of psychology states that behavior is sustained or repeated if it’s reinforced or rewarded, regardless of the reason for its existence. Reinforcements come in all shapes: money, bonus targets, power gained, a pat on the back, promotion, pleasing the boss and so on. Change management programs tend to forget that for the new system to be used, new behaviors need to be instilled and reinforced because new systems and processes, whether IT-induced or not, do not necessarily generate new behavior. On the contrary, new behavior needs to be instilled to support the new processes and systems. By behaviors we mean both management behavior – like the culture that defines how things are accepted or discouraged – and end-users’ behavior.

Another fundamental cause of failures, particularly in implementing CRM in hi-tech companies, is the potential coexistence of contradictory aims: the customer-centric goal of a CRM and the very common product-centric machinery of the company. R&D-led companies speak a product portfolio language – pipeline richness or gaps, breakthrough innovations, blockbusters – and create machinery for marketing, sales and training consistent with that. Nothing wrong there. But true customer-centric approaches focus on solving customer problems and speak a customer language. You can’t have an exclusively product approach and sell via a customer solution. There are choices to be made, and on many occasions management either does not see them or doesn’t want to make them.

Reinforcements are applied in the wrong place. If the desired behavior for the reps is diligent use of the CRM system – feeding it by filling in boxes on the computer – but they continue to be rewarded for the number of calls they make or the sales figures, their inclination to feed the system will fade progressively. And if the same management that brought in the CRM system continues to ask only for call figures and market share, without declaring much interest in customer data, don’t be surprised if the CRM system is used at 25% capacity and hated by everybody. The reps could have continued to provide those data under the old territory management system which, incidentally, took a fraction of the time to use. The sales force has effectively been given a Rolls Royce to work with, but they are rewarded according to the number of grocery bags they carry in the trunk. No wonder shopping has become so expensive.

Rewarded or reinforced behaviors repeat themselves and become the norm, no matter how much the strategic aims and statements contradict them. A good change management program must explore which behavioral components should be reinforced, and which shouldn’t (a layman would be forgiven for calling it ‘punished’, but this is very different and far less effective than a lack of reinforcement). It’s all well beyond process, systems or IT architectures.

The lack of psychological technology applied to new systems’ implementation is extraordinary. One pharmaceutical client using our behavioral change management (BCM) program told me recently: “We got it all wrong with our CRM”. She was too hard on herself, because most of what they were doing was right. They just forgot about behavior. Any behavioral program that deals with implementing a new process must follow psychological laws. Motivational exercises can be used to engage the sales force or user group – appealing to their loyalty, commitment and perhaps the buzz they get from success. In general, these motivational exercises (or ‘behavioral triggers’) are good for launching initiatives and supporting the early stages of adoption, but they are not good as sustained reinforcement. Even if new positive behaviors are adopted, they will fade if they are not reinforced.

Reinforcing the message The Power of Personal Branding
Most entrepreneurs and senior executives completely miss out on one of the most powerful branding strategies available in today’s market…The creation of their own personal brand. Most people in business understand the need to build brand equity at the corporate level or for products, services, intellectual property, etc., but very few understand the substantial benefits that are created from increasing their personal brand equity.When reading newspapers and periodicals, listening to media interviews on the radio, watching guest appearances on the TV and seeing who gets the speaking invitations you’ll notice that it is usually those professionals who have positioned themselves as innovators and thought leaders through a carefully managed personal branding campaign. These individuals may, or may not, have anything more to offer than their peers other than the fact that they knew how to brand themselves as subject matter experts.Picture a very successful high profile company in your mind and you will likely find that their executives have not only established themselves as leaders inside their firms, but they are also perceived as industry heavy weights and power brokers to the external world. When a company’s senior executives are viewed as subject matter experts and leaders outside of the company it makes them more valuable to the company. It is a true win-win scenario in back office people, the result is a formidable database that is invaluable to the company.

This is a wonderful theory. So why has CRM consistently failed to meet expectations? Usage by sales forces may be low, many reps hate it and corporate office can’t understand why. The reps blame the technology for not delivering, the IT departments blame the reps for not using it properly, management asks serious questions about undelivered ROI, part of the sales force uses old systems in parallel, the IT vendors are frustrated and, overall, many people are unhappy, including the CEO who a few months earlier had announced significant efficiencies following the adoption of the latest system for sales force automation and total customer care.

In nine out of ten cases, the reason for this situation has nothing to do with the sexy IT or even process implementation – it’s behavior, stupid. And here is the missing ingredient. In most cases there is an unspoken assumption that once the new systems and processes are in place, people will adapt to them. It’s an assumption as fair and rational as it is wrong.

Contradictory claims
It is presumed that if one accepts system Y is better than system X, people will use Y and behave consistently with how it works. But the reality is that many people continue to behave in the old way. Explanations will be given for this, most of them post hoc rationalizations of the ensuing fiasco. One example is: “people are not motivated enough”. But three months ago you gathered your sales force for a motivational weekend where motivational speakers and your COO infused the troops with excitement for the multi-million-pound investment. Another example: “people don’t see the value of it and don’t use it much”. But you installed the processes and the IT system via several project teams that included representatives of the now-disillusioned troops. They constructed the requirements for the new system. You also hear that the technology is too complex, or that it doesn’t deliver what it promised. But, again, lots of people were involved in its development.

You will hear many other explanations too, but once you scratch the surface, a common factor appears: old behaviors are still reinforced and have not been substituted by new ones. A fundamental law of psychology states that behavior is sustained or repeated if it’s reinforced or rewarded, regardless of the reason for its existence. Reinforcements come in all shapes: money, bonus targets, power gained, a pat on the back, promotion, pleasing the boss and so on. Change management programs tend to forget that for the new system to be used, new behaviors need to be instilled and reinforced because new systems and processes, whether IT-induced or not, do not necessarily generate new behavior. On the contrary, new behavior needs to be instilled to support the new processes and systems. By behaviors we mean both management behavior – like the culture that defines how things are accepted or discouraged – and end-users’ behavior.

Another fundamental cause of failures, particularly in implementing CRM in hi-tech companies, is the potential coexistence of contradictory aims: the customer-centric goal of a CRM and the very common product-centric machinery of the company. R&D-led companies speak a product portfolio language – pipeline richness or gaps, breakthrough innovations, blockbusters – and create machinery for marketing, sales and training consistent with that. Nothing wrong there. But true customer-centric approaches focus on solving customer problems and speak a customer language. You can’t have an exclusively product approach and sell via a customer solution. There are choices to be made, and on many occasions management either does not see them or doesn’t want to make them.

Reinforcements are applied in the wrong place. If the desired behavior for the reps is diligent use of the CRM system – feeding it by filling in boxes on the computer – but they continue to be rewarded for the number of calls they make or the sales figures, their inclination to feed the system will fade progressively. And if the same management that brought in the CRM system continues to ask only for call figures and market share, without declaring much interest in customer data, don’t be surprised if the CRM system is used at 25% capacity and hated by everybody. The reps could have continued to provide those data under the old territory management system which, incidentally, took a fraction of the time to use. The sales force has effectively been given a Rolls Royce to work with, but they are rewarded according to the number of grocery bags they carry in the trunk. No wonder shopping has become so expensive.

Rewarded or reinforced behaviors repeat themselves and become the norm, no matter how much the strategic aims and statements contradict them. A good change management program must explore which behavioral components should be reinforced, and which shouldn’t (a layman would be forgiven for calling it ‘punished’, but this is very different and far less effective than a lack of reinforcement). It’s all well beyond process, systems or IT architectures.

The lack of psychological technology applied to new systems’ implementation is extraordinary. One pharmaceutical client using our behavioral change management (BCM) program told me recently: “We got it all wrong with our CRM”. She was too hard on herself, because most of what they were doing was right. They just forgot about behavior. Any behavioral program that deals with implementing a new process must follow psychological laws. Motivational exercises can be used to engage the sales force or user group – appealing to their loyalty, commitment and perhaps the buzz they get from success. In general, these motivational exercises (or ‘behavioral triggers’) are good for launching initiatives and supporting the early stages of adoption, but they are not good as sustained reinforcement. Even if new positive behaviors are adopted, they will fade if they are not reinforced.

Reinforcing the message Getting the Biggest Bang From Monster
If you've received poor response from your online career site submissions, you'll soon change all that because here's a secret that most folks don't even know about. Today, we're going to use a Recruiter's Secret and use specific, pre-selected keywords. We’re going to build a more effective online profile that will draw far more responses from Monster ® and other online sites.So, let’s get started.Once you register on Monster®, choose: "Build Your Resume Online".They allow you to set up 5 different resumes or profiles. Let's just set one up for now. There are only 5 major areas that we will be concerned with here:1. Target Job Title 2. Objective 3. Resume Title 4. Job Title 5. Work ExperienceTip: every one of these fields has keyword capability, so you must use each of these areas to the fullest extent by including as many keywords as are relevant, for example:Target Job Title: 2,880 character limit. That's almost 4/5's of a page, if you were to fill it up! List as many different job titles as you can imagine for this role. List other closely allied titles that the searcher may be searching on. For instance, "Java Programmer" might also be titled as "Software Engineer", "Application Developer", or "Software Developer" within even the same corporation, not to mention other companies. How many different but similar titles liver what it promised. But, again, lots of people were involved in its development.

You will hear many other explanations too, but once you scratch the surface, a common factor appears: old behaviors are still reinforced and have not been substituted by new ones. A fundamental law of psychology states that behavior is sustained or repeated if it’s reinforced or rewarded, regardless of the reason for its existence. Reinforcements come in all shapes: money, bonus targets, power gained, a pat on the back, promotion, pleasing the boss and so on. Change management programs tend to forget that for the new system to be used, new behaviors need to be instilled and reinforced because new systems and processes, whether IT-induced or not, do not necessarily generate new behavior. On the contrary, new behavior needs to be instilled to support the new processes and systems. By behaviors we mean both management behavior – like the culture that defines how things are accepted or discouraged – and end-users’ behavior.

Another fundamental cause of failures, particularly in implementing CRM in hi-tech companies, is the potential coexistence of contradictory aims: the customer-centric goal of a CRM and the very common product-centric machinery of the company. R&D-led companies speak a product portfolio language – pipeline richness or gaps, breakthrough innovations, blockbusters – and create machinery for marketing, sales and training consistent with that. Nothing wrong there. But true customer-centric approaches focus on solving customer problems and speak a customer language. You can’t have an exclusively product approach and sell via a customer solution. There are choices to be made, and on many occasions management either does not see them or doesn’t want to make them.

Reinforcements are applied in the wrong place. If the desired behavior for the reps is diligent use of the CRM system – feeding it by filling in boxes on the computer – but they continue to be rewarded for the number of calls they make or the sales figures, their inclination to feed the system will fade progressively. And if the same management that brought in the CRM system continues to ask only for call figures and market share, without declaring much interest in customer data, don’t be surprised if the CRM system is used at 25% capacity and hated by everybody. The reps could have continued to provide those data under the old territory management system which, incidentally, took a fraction of the time to use. The sales force has effectively been given a Rolls Royce to work with, but they are rewarded according to the number of grocery bags they carry in the trunk. No wonder shopping has become so expensive.

Rewarded or reinforced behaviors repeat themselves and become the norm, no matter how much the strategic aims and statements contradict them. A good change management program must explore which behavioral components should be reinforced, and which shouldn’t (a layman would be forgiven for calling it ‘punished’, but this is very different and far less effective than a lack of reinforcement). It’s all well beyond process, systems or IT architectures.

The lack of psychological technology applied to new systems’ implementation is extraordinary. One pharmaceutical client using our behavioral change management (BCM) program told me recently: “We got it all wrong with our CRM”. She was too hard on herself, because most of what they were doing was right. They just forgot about behavior. Any behavioral program that deals with implementing a new process must follow psychological laws. Motivational exercises can be used to engage the sales force or user group – appealing to their loyalty, commitment and perhaps the buzz they get from success. In general, these motivational exercises (or ‘behavioral triggers’) are good for launching initiatives and supporting the early stages of adoption, but they are not good as sustained reinforcement. Even if new positive behaviors are adopted, they will fade if they are not reinforced.

Reinforcing the message Freelance Work: The Changing Face of Employment
The world sure is changing, and if you look at job employment you will see what I mean. Let's just go back to our grandparent's generation, even though I'm sure if we went back further we would see very different structures of work in the tribal periods of our history. Our grandparents usually found a skill, and then used that one skill to work for their whole career. An example is my grandfather who was a salesman for the same suit company for 44 years. There is nothing wrong with this. His job was secure; he knew there would be a superannuating fund when he retired, and that there would always be food on the table for his family. These days in the 21st century things have changed, and they are still changing rapidly as we speak.Nowadays it isn't strange for a person to have around five completely different career paths in their lifetime. You might think that job security is much lower, but there are new types of jobs emerging everyday with the advent of modern technology. Older people can go back to schools and be educated in totally new areas that are greatly desired in society. One of the greatest changes in recent times is the fact that a lot of people are now working for themselves as freelancers from home. Society is still getting all the necessary work done, but the structures in which individuals pursue their dreams and goals in their areas of interest have changed compres, their inclination to feed the system will fade progressively. And if the same management that brought in the CRM system continues to ask only for call figures and market share, without declaring much interest in customer data, don’t be surprised if the CRM system is used at 25% capacity and hated by everybody. The reps could have continued to provide those data under the old territory management system which, incidentally, took a fraction of the time to use. The sales force has effectively been given a Rolls Royce to work with, but they are rewarded according to the number of grocery bags they carry in the trunk. No wonder shopping has become so expensive.

Rewarded or reinforced behaviors repeat themselves and become the norm, no matter how much the strategic aims and statements contradict them. A good change management program must explore which behavioral components should be reinforced, and which shouldn’t (a layman would be forgiven for calling it ‘punished’, but this is very different and far less effective than a lack of reinforcement). It’s all well beyond process, systems or IT architectures.

The lack of psychological technology applied to new systems’ implementation is extraordinary. One pharmaceutical client using our behavioral change management (BCM) program told me recently: “We got it all wrong with our CRM”. She was too hard on herself, because most of what they were doing was right. They just forgot about behavior. Any behavioral program that deals with implementing a new process must follow psychological laws. Motivational exercises can be used to engage the sales force or user group – appealing to their loyalty, commitment and perhaps the buzz they get from success. In general, these motivational exercises (or ‘behavioral triggers’) are good for launching initiatives and supporting the early stages of adoption, but they are not good as sustained reinforcement. Even if new positive behaviors are adopted, they will fade if they are not reinforced.

Reinforcing the message
Managing change makes for exciting cooking, but needs all the ingredients. The only true change management is behavioral change management, and behavioral change needs exquisite balance between behavior and reinforcement. We have identified about 40 behavioral patterns that are present in any medium or large scale implementation of a process or way of working, such as a new knowledge management program or CRM. Uncovering the behavior behind your processes is vital to understanding what should or should not be reinforced. Only what is reinforced is sustained. If something is sustained it has been reinforced, whether the reinforcement is obvious to you or not.

CRM will be far cheaper and less painful if companies create a powerful combination of both a true CRM (i.e. real customer focus instead of product selling) and behavioral focus to support new processes and systems, instead of hoping that the new, expensive IT will create sustainable behavior by itself.

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