If you are a Change Agent working on transformational change you are likely confronted daily with the reality of having too much to do with too few resources. You aren't alone. In our almost 30 years of change management consulting, we have never come across an organization with too many resources and with too little to do. That has never been more true than it is today.
One of the greatest challenges of transformational change is getting people to let go of the old ways, and adopt the new changes. Unless this happens, there is no real transformation-- simply stated, if there is no behavior change, there is no transformation.
One of the major dilemmas of transformational change is how to get people to adopt the new behaviors. How do you reinforce the change? It was interesting to note, then, that one of the research conclusions that Richard H. Thaler stated in his July 8 New York Times' article on "Watching Behavior Before Writing the Rules" was this simple, yet profound guideline: "If you want to encourage some activity, make it easy."
"So tell me what makes the AIM (Accelerating Implementation Methodology) change management methodology different from (fill in the blank)?" That's a question we get all the time.
One of the major differences is the importance that AIM places on reinforcement. Reinforcement is the control switch for getting sustained adoption for your change. Reinforcement is more important than just about any other element of a change management methodology, except possibily for sponsorship.