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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,...
When you "buy in" you are sold on the change: you believe it is beneficial. The goal of any organization is to be successful and this requires a strong "spirit of mission," which is what the "buyer" also looks for -- because it is this "spirit" that helps to keep everyone together, striving towards the same goal. Expressing this "spirit of mission" is, therefore, the most effective technique for getting recipients of change to "buy in," because it provides them in simple terms the ideas and methods they require to actually "buy in."
Response to Student 1:
I agree with this student that creating the capability for change is important for recipients to "buy in" to change. Essentially, this is what I have stated with establishing a "spirit of mission," which provides the capability. This student describes "capability," however, in different terms, such as confidence of employees, the manager-subordinate relationship, the effectiveness of leadership, etc. He basically emphasizes the need for EI (Emotional Intelligence) on the part of leadership which can help to make "change" a distinct possibility: EI, for instance,…
References
Samaan, J., Verneuil, L. (2009). Civil-Military Relations in Hurricane Katrina: A
Case Study on Crisis Management in Natural Disaster Response. Berlin: Global Public Policy Insitute.
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