10
OPINION
This approach ensures the foundation of change is built on a solid understanding of human behavior, enabling more sustainable firm-wide implementation. Approach change at the individual level
C hange management within architecture, engineering, and construction companies is crucial in today’s fast-evolving marketplace. These firms are navigating through a sea of emerging technologies, shifting customer demands, and intensifying competition. Effectively managing and adapting to changes is paramount. A pivotal aspect of successful change management in AEC companies lies in understanding and leveraging the change adoption curve at the individual level, emphasizing a people-first approach.
Stjepan Mikulić
Often, AEC firms strategize changes at the leadership level, anticipating seamless adaptation by all employees. This approach, mirroring the governance of countries, appears logical at first glance. However, this overlooks the significant variance in individual readiness for change, a critical oversight given the smaller scale of companies compared to national populations. Everett Rogers’ 1962 seminal work, Diffusion of Innovations , introduces the change adoption curve, illustrating the spectrum of organizational members from “innovators” to “laggards.” This model not only delineates the categories of adopters but also suggests that the acceptance of innovations follows a pattern where market share (adoption level) grows
gradually before skyrocketing as adoption becomes widespread. See Rogers’ adoption curve on page 10. This curve subtly indicates that effective change management strategies should engage with the left side of the curve – focusing on “innovators,” “early adopters,” and the “early majority.” These groups are naturally inclined toward change, driven by a readiness to explore new opportunities and lead movements. Their intrinsic motivation to push boundaries makes them ideal starting points for implementing change. Furthermore, the conventional mistake many companies make is to concentrate their efforts on a singular team or project, hoping to incubate change
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THE ZWEIG LETTER APRIL 1, 2024, ISSUE 1531
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