In order to achieve the final result, namely successful use of the new tool by the intended target group, we recognize that there is no one size fits all . We have different groups of people who have a different attitude to change. Rogers' innovation theory, which comes from marketing, describes the terms innovators , early adopters and laggards for this . These terms also fit well in the adoption of new digital tools. You want to use the available resources and activities as efficiently as possible and some guidance in this is very easy.
The maturity model as a guideline for working towards success
The maturity model – a model that is set up from practical experiences and, among other things, the theory of Rogers – helps to gradually work towards successful use of the new system, by 80 to 85% of the end users in the organization. In the model (see image) a distinction is made between 3 types of attitudes of employees during a change process:
The enthusiasts: the frontrunners (10-15%)
The somewhat hesitant: the followers (30-35%)
The creatures of habit: the stragglers (30-35%)
Each change process differs in objective, size, impact and target group(s). However, in each change you can identify different types of people, each with their own attitude towards change. The Maturity Model plays on these types of people.
With every change and in every organization you hear statements like:
Also read: A successful digital tool: setting concrete goals, measuring & learning
'I look forward to a demo!'
'If there are teething problems, I don't want to work with it.'
'I like to think along.'
'I will continue to work in the old way for as long as possible.'
'I want to be convinced first and understand how it works.'
'What is expected of me?'
'Why do I have to work with this?'
Types of end users
While one end user likes to think along, philippines mobile number list participate and is enthusiastic (leader), the other becomes resistant when hearing that a change is coming (laggard). This end user wants to get used to it slowly. While one end user wants clarity and only then becomes convinced (follower), the other needs more personal support and attention (laggard). In addition, one end user is put off by teething problems in the system (follower), while the other is put off by the fact that the go-live is constantly postponed (leader).
Unconscious assumptions
Arend Ardon writes in Doorbreek de circel (aff.) that we unconsciously have assumptions about change. Managers think that we should be open and honest with our employees, but when it comes down to it, they often are absolutely not. We also unconsciously think that the older generation has difficulty with change and that the younger generation is enthusiastic.