The document discusses an influence model for making new processes sustainable. It explains that simply showing employees a better way is not enough, as they may fear becoming redundant or be cynical of changes. To successfully implement a new process, a leader must plan their approach across four key dimensions: role modeling the desired behavior, building employee capabilities, supporting the process with adequate resources, and explaining what's in it for the employees. Only with all four dimensions addressed will a new process be sustainable. An example is given of a plant manager requiring employees to wear ties by next week through applying these four steps.

1. The influence model (or: How to make your new process sustainable)1
Oded Berger, Industrial Eng.
Many people believe that if you show someone a better way of doing a process or an
action, that person will immediately grab his head and kiss you for showing him the right
way for doing his job. In reality, implementing a new process or changing behaviors is
very difficult for many reasons: the employee may fear that they will become redundant,
perhaps it’s a lack of faith in the new process, cynicism etc. So you know where your
people are, what the current state is, where you want your people to be and even how
to get there, but - what you don’t know is how to get people engaged so the new
process will sustain.
When one wants to create a change, they should plan their ways in four dimensions.
Only after he manages to establish all four dimensions the new process will sustain:
Role modeling - the process leader should set an
example to the employees by acting the way they
wants their employees to act. This way they are
sending a message to the employees that it is
important to them and that they believe in the
new process.
Capability building - the process leader should
see that the employees are getting trained on the
new process, and that they know how they should
support it, what is expected from them and how
they will be measured.
Supporting system - the process leader should
examine that the employees have everything they
need in order to work according to the new
process (e.g. capacity, equipment etc.)
What's in it to them - the process leader should
see that the employees understand the need for a
change and what they will gain from it (e.g. less
pressure, less frustration, appreciation etc.) and
therefore will want to be a part of the change.
To simplify the model here is a practical example: a plant manager wants his employees
to come next Monday with ties to work.
In order for that to happen he has to apply the following steps:
Role modeling - the plant manager and his department managers will show up at work
with ties the week before.
Supporting system - the company will buy enough ties to all of its employees; arrange a
laundry process to the ties etc.
1 John Drew, Blair McCallum and Stefan Roggenhofer, "Journey to lean", Pg. 181(Palgrave Macmillan,
2004)

2. Capability building - the plant manager will train the employees on tying a Windsor
knot.
What's in it for them - the plant manager will make the employees understand why they
should come to work with a tie. For example: according to some researches a person
that works with a tie is more productive by 20% and is much happier.
If you made an implementation plan but couldn’t manage to make the new p rocess
sustain after all, go back to your plan and compare the action items taken in the
implementation plan to the four dimensions mentioned above. Analyze and identify
what dimension or dimensions you didn’t give enough attention to and act again to
correct it (PDCA cycle).