Making it stick.
WHY CHANGES REVERT
The old way is easier Nobody checks Pressure makes people fall back Incentives reward the old behaviour The people who drove it moved on
WHAT TO ESTABLISH
That the change is embedded rather than maintained by attention.
WHAT EMBEDDING REQUIRES
Documentation reflecting the new way Training for new people based on it Systems that enforce it Measures that reflect it Incentives aligned with it
WHY INCENTIVES MATTER MOST
People do what they are measured and rewarded on, regardless of instruction.
WHAT TO EXAMINE
Whether anything still rewards the old behaviour.
WHAT TO CHANGE
Targets, reporting and recognition, to match.
WHAT TO REMOVE
The old process, forms, systems and documentation.
WHY
Availability is what permits reversion.
WHAT TO ESTABLISH
Checking that the change is still operating.
WHEN
Weeks and months later, not immediately.
WHY
Initial compliance is not sustained practice.
WHAT TO MEASURE
Whether the outcome improved.
WHY
The purpose was the outcome, not the change.
WHAT TO DO IF IT DID NOT
Establish why.
WHAT THE REASONS USUALLY ARE
The change is not being followed The change was not the answer Something else changed
WHAT TO DO ABOUT NEW PEOPLE
Train them on the current way only.
WHY
They otherwise learn the old way from colleagues.
WHAT TO ESTABLISH
An owner for the process, ongoing.
WHY
Unowned processes drift back.
