Buying In
The most effective technique for getting recipients of change to "buy in" is to create a unified vision that everyone can share and from which all can benefit. This is like what Samaan and Verneuil (2009) describe as adopting a "spirit of mission" (p. 143). When change occurs, and it always does, it is necessary for employees and managers to be on the same page, especially in a time of transition. What helps keep everyone on that page is the sense of shared mission -- a spirit that unites the members of the organization, gives them something towards which to drive, and clearly delineates what is expected. It should also be supported by a belief that all can fundamentally share -- something good, noble: it should appeal to the highest instincts. This is what goes a long way in getting recipients to "buy in" during a time of change: the establishment of a "spirit of mission" is like a call to arms, in a sense, and it is extremely useful in effecting an organizational rally point.
"Buying in" to a change in environment, attitude, belief, or organization is like becoming one with the surroundings, the members, the club, the workplace, the environment. It is about identifying with the needs, goals,...
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