Birth Control Psychological Research Essay Example for Free

Birth Control Psychological Research Essay The article written by Edward Pohlman in October of 1966 brought up interesting points in relation to psychologist and birth control. It provided both independent variables and dependent variables that helped to show why individuals decide on contraception, or decide not to use them. He pushed to show why psychologist haven’t done much research in the area of birth control and their related topics, by suggesting that non-psychologist are the researchers that boast interest in studying the topic because of potential overpopulation problems. I think the decision to treat independent and dependant variables about psychological effects of using birth control is relevant to all people that take part in intercourse and having children because these decisions are critical choices in life that decide whether future children will be able to thrive on our planet, and live without psychological damages from parental neglect. Some variables include, but are not limited to the number of children wanted, contraception’s, and measured personality. (Pohlman, Eugenics Quarterly.). Some psychological factors that were pointed out to be some major independent variables were total family size, mother’s age at first birth, duration of marriage, spacing between births, sex of the children, inability to have children, adoption and celibacy. (Polhman, Eugenics.). â€Å"Psychologist do not play key roles in whether or not countries engage in extensive use of birth control planning, or to control their population, rather private companies are relied upon to handle technical assistance and procedures.† (Journal of Social Issues.). This is the problem that needs to be addressed and accounted for; however, the author doesn’t provide evidence or notation of where, who, what, and how the study is taking place. He continues with, psychologists play an important role in contraception because they h ave the intelligence and â€Å"know-how† (Pohlman, Edwards.). to intervene with a patients and help the people decide if birth control is something that is an option or not. Once again the author is providing a statement rather than actual facts to lead on his arguments, but the argument is sound. Some studies that psychologist participated in were promoting the idea of contraception to both smaller families and that of larger families. The idea was to provide the idea that contraception wasn’t necessarily a problem and that they had to deal with, rather more of an option. The problem with this particular independent variable is that relationships with one culture could be completely different with relationships with other cultures. Population densities take psychological effects, so studies found that since the world population was a major concern then they would target high populated areas to conduct their research. These studies are important because of the food supply that would rapidly decline as the population increased. (Pohlman, Journal of Social Issues.). The author could have researched a graph and included it in his argument for a more frontal approach to help the reading see the truth in which he is attempting to provide. Psychologists found that the same psychological effects can be played in reverse when giving birth to a child. In a large probability sample of American wife’s in 1960, 17% were willing to admit that their latest conception had not really been wanted by both spouses. (Whelpton,Cambell, Patterson, 1966, Pp.235-239.). As a parent, you have responsibility to your child, but having a psychologist discuss the precautions involved both positive and negatives, can make you question ones desirability and how you feel about having another child or not. According to Edward Pohlman it’s more profitable for a psychologist to study the effects on psychological depend ent variables such as, contraception and birth planning procedures, births of circumstances in the family, and population characteristics. This is why psychologist wait to conduct their research as opposed to taking the study from the start. Studies have shown that that any psychological factors that could influence anyone in a given culture towards having children, or having more children would not show up for the testing. (The Psychology of Birth Planning.). Psychologist also found that social class or even religious preferences tend to play a key role in decision making time that can be psychological in its self. â€Å"Every form of contraception has psychological effects on the person using them sexually.† (Edward Pohlman.). The article didn’t provide any data on psychological effects sexually, but it can be justified through the research of sterilization, abortion, infanticide, and abstinence. (Whelpton, P. K., Campbell, A. A., Patterson.). in Edwards research he didn’t provide examples. Another form of dependent variable that was acknowledged was the effects of guilt. Guilt has been found to be one of the biggest issues when regarding to religious beliefs, rationalization and other phenomena related instances. (The Psycology of Birth Planning). Once again Edward Pohlman doesn’t provide proof to justify his statements; which is disappointing. In conclusion, the author leaves the reader questioning his argument because of the lack of data that he is able to extract from psychological studies. In my opinion, his sources are valid sources; however, to complete his argument that psychologist haven’t done enough research in the area of birth control and related topics, he needs to dig deeper and find sources that can find a better way to link the psychological factors on birth control and psychologists studies. This will help him complete his argument that without contraception our planet will be doomed do to over population. I also think he needs to find more information on the experiment entirely in its self. The studies took place in small and large populated areas, ok? As the reader, I want detail as to how the study was conducted? How many participants were involved? He gives examples of problems that could potentially be a disadvantage for psychologist. Edward Pohlman was correct that not enough studies are being conducted by psychologist. His argument is sound and on point.

Political Momentum :: essays research papers

"Only YOU can prevent forest fires". This famous quote, by Smokey the Bear, is a statement that essentially defines momentum. Momentum, in the case of forest fires, is detrimental momentum. We've all seen the commercial, the bright red Ferrari driving down the road, flicking a cigarette out the window. It rolls onto a pile of dry leaves, and suddenly, the leaf is smoking! Oh no! The leaves have caught fire and it is spreading to a nearby tree! Soon, nearby trees have caught fire, and thus the momentum that results in a forest fire of gigantic proportions begins from a single spark. Such is the case with recent interest in campaign finance reform. Only the momentum it has gained in recent months is anything but detrimental! So, to answer the question, "WHAT ARE THE CHANCES OF MEANINGFUL CAMPAIGN FINANCE REFORM IN THIS SESSION OF CONGRESS?" My answer is that the chances of this are slim to none, however, this answer is somewhat incomplete. Allow me to expand upon this by first, citing past evidence of questionable campaign fund raisers. Second, I will use the examples to explain WHY we need a reform. And finally, I will describe how the recent take off on this large issue has ensured its eventual resolution. First, allow me to cite examples of corrupt campaign financing. The campaiging 'business' is not a cheap enterprise. The money that is required to publish and distribute phamplets, hire campaign workers, and buy airtime from the media is enourmous! It has always been a concern of candidates of major elections. More recently however has such a controversy surfaces. Allow me to use this as an example: According to the Sep. 29th 1997 issure of Time, in 1995 and 1996, videotapes were made of presedential coffees with Asian executives, personal donors, and business owners. A total of 103 coffees for the Democrats equals 27 million dollars for their fund raisers. There are more recent events. Accroding to the Oct. 13th 1997 issue of Bus. Week, including Blue Plate Dinners whose prices ran from 1,000 to 10,000 dollars a plate! The most recent developements in the Justice departments research into President Clinton's phone calls that supposedly prove that he elicited funds from private donors from the White House, thus making it illegal. All this evidence is merely a handful compared to the complete list of occurances. But let me move on to why we need a reform.

Ophelias Flowers

ENG 4U January 14, 2012 Ophelia and her Flowers Flowers; there expected to be over 10 000 different species of this aesthetic plant, and each can have a different meaning. In the play Hamlet, Ophelia, a girl raised by obedience and manipulation, uses these flowers in a fit of madness and their archetypal meanings to express her thoughts, feelings, and hopes towards her once thought as lover, Hamlet. As the play goes on, you can see that more is revealed in her relationship with Hamlet, and that Ophelia isn’t as innocent and virtuous as she portrays. To begin, in a fit of madness Ophelia begins to give flowers with embedded meanings to recipients who seem most fitting. She states, There’s rosemary, that’s for remembrance. Pray you, love, Remember. And there is pansies, that’s for thoughts. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. There's fennel for you, and columbines. There's rue for you, and here's some for me. We may call it herb of grace o' Sundays. O, you must wear your rue with a difference! There's a daisy. I would give you some violets, but they wither'd all when my father died. They say he made a good end. (Hamlet IV, v, 199-209) I believe that she gave the rosemary to Hamlet. Rosemary is associated with remembrance between two lovers, (Stabler, 2000) which was once the relationship she believed that they had. She may use this in hope that he has not forgotten about her. Whether or not Hamlet was deceiving her, he definitely once made Ophelia believe that he loved her, and he even states. â€Å"I did love you once. †(Hamlet III,i. 126) What made Hamlet lose his feelings for Ophelia? Of perhaps they were never there. Ophelia spends a life time of obeying her male-counterparts. They constantly manipulated her into doing or thinking things that were not of character. For example, she never once thought twice about spying on Hamlet for her father, or doing every single small task he asked her to do, or answering each personal question he asked. Who is to say that Hamlet was not manipulating her and taking advantage of her for her body? After going mad, Ophelia can confirm this accusation when she sings. By Gis and by Saint Charity, Alack, and fie for shame! Young men will do't if they come to't By Cock, they are to blame. Quoth she, ‘Before you tumbled me, You promis'd me to wed. ‘ He answers: ‘So would I ‘a' done, by yonder sun, An thou hadst not come to my bed. ‘ (Hamlet IV, v. 63-71) This song reveals a lot about Ophelia and Hamlet’s relationship. Firstly, â€Å"Before you tumbled me,/ You promis'd me to wed† (Hamlet IV, v. 67-68) reveals that she asked that before he got her into bed, he would promise to marry her. This not only reveals that they have engaged in sexual relations, but it also means that he promised to marry her. He answered, however, â€Å"'So would I ‘a' done, by yonder sun,/ An thou hadst not come to my bed. ‘† (Hamlet IV, v. 70-71) This means that he would have married her, but only if she hadn’t slept with him. (Epstein, 2005) By manipulating Ophelia, Hamlet gets what he wants. Afterwards, Ophelia is left a broken woman with nowhere to go. Hamlet unfairly treats the mislead Ophelia after his promises of love by calling her a whore, when he says, â€Å"That’s a fair thought to lie between a maids’ legs† (Hamlet III, ii. 125) he also demands that she should â€Å"Get thee to a nunnery† (Hamlet. III, I, 131) which is referring her to a common day whorehouse. His mistreatment of Ophelia may have led to her suicide or her accidental death by drowning. It is almost ironic that Ophelia would have her life ended by water, for water is the source of life and sustenance. Unless Shakespeare was trying to represent that Ophelia was now purified by said water, and in death she could finally be happy. It would also be seen that Ophelia would give the violets to Hamlet as well. â€Å"I would give you some violets, but they wither'd all when my father/ died. They say he made a good end. † (Hamlet IV, v, 207-209) Violets represent faithfulness in relationships; (Stabler, 2000) it is likely that she is saying that when her father died, her faithfulness towards Hamlet was now non-existent. This kind of behaviour can be justified because Ophelia is put in a horrible situation. Her conflicting loyalties to her father, and her belief of love with the unapproved Hamlet tore her apart undoubtedly. Now, what kind of position could you put yourself in if your boyfriend killed your father? Respectively, Ophelia begins to sing of death because her world is shattered due to her loss, and her conflicting ideas would more than likely influence her losing her sanity. In conclusion, it can be seen that the archetypal meanings of Ophelia’s flowers can lead to the true meaning of hers and Hamlet’s relationship. Assuming that she wanted Hamlet to have the rosemary and violets, she presented the idea of remembrance of their love, but also the fact that she no longer wanted to be a part of it. This is a huge step for Ophelia because for once, she made her own decision and this would be the peak of her character development. Of course, this triumph over her personal issues is short lived, because soon after she commits suicide in a stream. This could symbolize her purification and release of any words of harm put against her. ? Works Cited Epstein, Alex. â€Å"By The Way, Ophelia Is Pregnant. † Craftyscreenwriting. com. Crafty Screenwriting, 2005. Web. 14 Jan. 2012. Shakespeare, William, Barbara A. Mowat, and Paul Werstine. The Tragedy of Hamlet, Prince of Denmark. New York: Washington Square, 2002. Print. Stabler, Sarah. â€Å"Hamlet; The Symbolism in Flowers. † Homewood City Schools Board of Education. HCSBE, 12 Dec. 2000. Web. 17 Jan. 2012.

Culture and Educational Policy in Hawaii Essay

American education policy has been formulated and shaped through the three major cartels of institutions. These are social, political and economic which have led to the transitions from one system to another. Although education has profound effects in all the institution, education and politics are seen to have much great effects on each other in terms of policy formulation. Due to the distribution of the political power in the American states, more effects on education systems, requirements and policies are formulated through the political institutions. The American federal government not only checks the economy generating institutions by they are obliged to check on other institutions which includes all the learning academic institutions in ensuring their management is smooth that enhances consolidation of the right composition of the community in term of balancing economic, social and political factors. For the past several decades, the education system in the state has endeavored to have sound political order as a measure of the proliferation of education through innovation of modern knowledge and also in the transfer of the traditional original knowledge, a portrayal of the intimacy of both politics and education. Though education is considered very paramount to all residents, the population of the American comprises of wide number of persons from different races and ethnic groups. This poses very great challenge in creating a learning environment with equality in term of cultural satisfaction. However, through the learning process, the gap between the various ethnic groups with the diversity of culture has been narrowed in private, public and common schools. Despite the struggle to harmonize the education systems in the states, quality of the education has been of prime priority to meet the worlds output in information access and gain that enhance social life. The adaptation of mono-culture by globalization of culture through education systems has not only made the states impoverished but it has also led to specific ethnic groups to get impoverished. Generally, the diversity of culture was initially being abolished through the process of assimilation in United States. The success of it all lied within the choice by an individual by voluntary means; however, there was a milestone for those who were involuntarily being assimilated including the Native American and African Americans among others. The education process was thus going to ultimately be challenged and fail its goals due to the negative view from these communities. The based for education though encountered with difficulty was to trace its way forward by instituting equality with the observations of three main cultural factors for the native Americans that included, protestant ideology, savage-to-civilaztion paradigm of social evolution and final the manifest destiny ideology. The education policy in the Hawaiians was fraud and had inherent discriminatory factors within it. This was policy which was created to exploit and tortures the then native residents in the state. The political stance was eroded with the much pertinent problem more land of expanding the territories politically. Leaders and other prominent favored the oppressive application of the factors of manifest destiny that used segregating in the educational institutions. By imposing segregation policy within the learning organization, the native were barred from knowledge access making the viable for cheap labor in the grabbed agricultural sugar plantations. The segregation policy which was applied in the denied the native Hawaiians from easy educations access. When education centre were available for the whites, the native Hawaiians had to struggles to gain the knowledge which was though to transform their live socially economically and politically. This raised a lot of concern making great men like Jefferson to think of the purpose of education as tool for enslaving the society rather than a freeing them. The education policy created a gap in the society causing stratification of society into several classes whereby the native Hawaiians were forced to the lowest class in all dimension of social, economic and politic concern. This was contrary to the formation of certain schools such as those of brown decision that had the vision of abolishing the disparities in all these factors in the society. Besides the maintaining of the pervasive policy of segregation in Hawaii, this policy has sometime been sandwich to eliminate Hawaiians cultures through changes of the religious believes. Under the disguise of advancing education progressiveness in Hawaii, religious assimilation has played a major role tackily in instituting changes of cultures. The Catholicons and the Protestants tried to battle for their followers which created a better chance for more Hawaiians to have eased way of education under the common schools in the expense and lose of their culture. Though this was far most of merit in opening up learning centre, the natives felt the pinch of having to adapt to the new language that was used as the teaching language making them strained in their understanding. Education systems in Hawaii have great challenges in solving the oppressive policy which for a long time has seen few admissions of the native marginalized communities in those sponsored schools. This call for establishment of more school that are neutral in the cultural institutionalizing neither with hidden motives of praising their own cultures nor superior on traditional basis nor on religious base. It is anticipated that the impingement that have been inflicted on these marginalized population can also be remedied by ensuring that affirmative action of admission to education centers. Reference: Heck, R and Maenette, P. (1998), Culture and Educational Policy in Hawaii: The Silencing of Native Voices: Routledge .

hurricanes essays

hurricanes essays The second part of our report will be about hurricanes. A hurricane is an intense tropical low-pressure area with winds that are 120 kilometers per hour or greater. Hurricanes are also called tropical cyclone or typhoon. The most damage a hurricane does is when the storm surges hits. Storm surges are currents. They form when the hurricane piles up water along the shore and then blows it inland. They are much more damaging during high tide. Hurricanes grow larger and more powerful from the vast amounts of energy that go into them by condensing water vapor. Unlike a tornado hurricanes have no fronts. The middle of a hurricane is called the eye. The eye of the storm is usually 15 to 150 kilometers in diameter. However because the air in the eye in sinking there is no rain. There is almost no wind either. The eye is surrounded by intense thunderstorms called the eye wall. When you are in the eye of the hurricane you may think it the storm is over but then the other side of the hurricane hits. You may think the storm is over in the eye because there is no wind or rain and the sky may even be blue. The winds in a hurricane get stronger as they go into the center of the hurricane and they are most violent just outside of the eye. When A hurricane is fully growing it is about 650 kilometers in diameter with winds about 120 miles per hour. Unlike a tornado a hurricane can last for days at a time. They die out because they lose moisture. That is the hurricanes main need. Hurricanes require the upwelling of warm and moist air for them to keep on going. This report helped us learn more about hurricanes and tornadoes that we didnt know before. It told us things that were very interesting and that we would never now unless we did this report. ...

Marketing Change Management How to Influence It [Backed By Science]

Marketing Change Management How to Influence It [Backed By Science] Something is broken. Maybe its your workflow. Maybe its how you collaborate across multiple teams. Maybe its knowing how the content you produce influences ROI. At , we  know  youd like help to get organized and to do that, you might need to pitch to your boss  and to your team. ^^^ So whatever snag youre hitting as you manage your marketing team, chances are something needs to change before it will get better. And the best person to influence  that change for the better is you. So the question becomes how can you do it? It takes some finesse with office relationships, psychology behind change management, and perseverance. Lets explore how you can be the marketing change management mastermind. ;) How To Influence Marketing Change Management [Backed By Science]Get Your Marketing Change Management Timeline Template Use the free spreadsheet that complements this blog post to plan your marketing change management strategy. Youll put everything youll learn throughout this post into a plan you can execute. Youll also get a marketing change management template in Word to help you communicate effectively with your manager, team, and stakeholders. Go ahead. Download fo free now! Step 1: Create The Business Case For Change Yeah, I know what you're thinking. Ugh. But. Creating a doc to have one version of the truth- a reference point for questions- will help you convince your manager and team that change is needed. There are three key points to address in your change management business case doc: #1. Show There Is Need For A Change You feel when you need a change. There is disorganization. There are poor results. There are missing pieces. The best way to prove the need for change is with cold hard facts and brutal honesty. It's impossible to argue against factual information  that informs your stakeholders why the change is necessary. There are a few ways to do this: Data Is what you're doing producing the results you expect? For example, you may be spending a lot of time on trivial projects that don't actually produce repeatable, measurable results. You could measure the hours  you and your team spend on those projects in an average week. Then multiply the time by each employee's hourly wage to understand how much money the company literally spends on projects that do not actually add anything to your bottom line. If you add up those dollar values and multiply by 52, you literally know how much money goes down the drain in a year. You can ask your team to track their time over the course of an average week using a tool like Toggl. Then use the Time Tracking  tab in your change management template spreadsheet that complements this blog post to track the  time + spend on tasks: Think about how much time you spend: Switching in and out of tools not designed for the specific purpose you're using them for. Making edits to  content that won't actually make a difference in the end results it will produce (shooting for perfection is extremely expensive). Getting approval after you create content (then reworking nearly everything). With very simple math, you can demonstrate how expensive these activities are, thus showing the need for change. Pro Tip: You can also use this method to show what you could be doing with your time that would generate bigger results. So, let's say you find that  logging in and out of multiple tools + disorganization sucks up 4 hours of your week. Is that the same amount of time it would take you to write a blog post? There is proof: When we find a tool that is designed to help  my team be more productive, we will write more blog posts which are proven to help us grow the business. Another data example involves analyzing the success  of your best-performing content. What if you focused more time  shipping new projects that are similar to your existing top-performers? From experience, I can tell you that you don't need to publish more content,  but the same amount of the right content. And you could boost your results by 9,360%. No joke. Here is how to calculate this quickly, but read this for an exhaustive, in-depth guide: Set up goal tracking in Google Analytics and create a custom report to easily view the content that contributes to those goals. Here are in-depth instructions to help you do this in 5 minutes or less. Create a list of the last 30 pieces you published  that are at least 30 days old. Use the Content Grading tab in your change management template to do this. Write down the amount each piece has contributed to your goal by using the Google Analytics custom report. To make this an even fight for each piece, I like to collect data from the first 30 days after publish, so every piece has an equal amount of time to contribute to your goal. Sort your content  by your goal, peruse through those top-performing pieces, and write down the qualities you see repeated over and over. For example, at , the qualities we saw repeated over and over again were an interesting topic, well-researched and factual, comprehensive + actionable, keyword-driven, and optimized to convert traffic into email subscribers. Find the average goal contribution from every piece in your sample. If you continue status quo, this  is what you will continue to produce. Then  find the average contribution from your top 10 pieces. It's way higher, right!? Now you know if you publish the same amount of content, and simply match the qualities from your top-performers, you will boost your results. ^^^ And there you have it. Proof that you need to pivot to increase your team's performance. Examples where this method may work best for demonstrating the need for change: You don't currently have a way to measure how what you're doing is working. You  hypothesize  that doing more (or less) of something will produce better results. Bureaucracy has you doing the same old thing because... "We've always done it this way." You want to create new content initiatives and need to prove that they'd be well worth your time. Examples You might not have content that exists to help you prove you need to do more of what's already working. That's where examples come into play. Examples are also proof, or evidence, of a need for change. You can: Demonstrate a broken internal process by showing the inefficiencies of your current workflow. Again, inefficiency is expensive, and you could back this up with numbers using the process above. Examples: Workflows, approval processes, collaborating across multiple teams. Show an interesting use case with the new marketing idea from any other company. Then connect the dots to how you could do it for your business. Researching the data behind this makes your change management business case that much stronger. Example: You believe a blog would be great for your business, but you know there will be some resistance. Find examples of successful businesses that have built their credibility with a blog and are now multi-million dollar enterprises. Show how your competition is doing something amazing, but you don't have a presence in that area. This appeals to the fear of missing out, or FOMO. Example: You  know  your audience uses Instagram and would like to have a presence, but you're hitting some resistance. Find  examples of your competition engaging with your audience on that channel as proof that your audience indeed uses that network to communicate with brands they love. Industry Trends If there is one thing that's constant, it's change. Especially in the marketing industry: New technology, new channels, and new ideas are ever-evolving. This is similar to examples, but you can: Cite credible industry publications that cover new changes. Look for the why behind this: Why should you use the new tool, social media channel, or new content idea? Look for case studies that demonstrate the value of the trend. Has anyone (even outside of your niche) published a piece that shows percentage increases or demonstrates what you'll get out of the new idea? You'll note, I led this section with more  examples of finding your own real data to prove why you need to change. Using your data as much as possible builds the strongest case for the change you'd like to implement. It's hard to argue with your facts versus how others have been successful. #2.  Show How You Will Thrive After The Change You've  shown evidence that suggests change is necessary. Now it's time to demonstrate the benefits behind making the change. An easy way to think about this, is with a simple framework: When  we {do this}, we will {get this}. Note when there. When demonstrates an inevitability whereas if is only possible. Let's look at an example here, using examples and data to prove the need for change + backing up how implementing that change will help you produce bigger results. The example is a broken process. I hear from marketing supervisors all the time that disorganized process and "herding cats" sucks the most time away from their days, preventing them from focusing on the strategic work that would generate bigger results. To prove the need for change, you: Lay out the example of what the existing workflow looks like. Leave no stone unturned: Every step, every person involved, every tool, every point of communication, and especially the parts that are broken. For you, this could be writing a white paper. The workflow  involves: Email: Gather the idea from the sales manager. Email: Determine who the subject matter expert is with the sales manager. Meeting: Interview  with the sales team member who is a subject matter expert on the topic to gather the story. Email: Hound the sales team member to provide  stats + facts to support the claims you'll make in the white paper. Google Docs: Write the "What's in it for me?" and outline. Email: Peer review the outline with the subject matter expert. Google Docs: Write the first draft. Email: Gather feedback on the first draft from the subject matter expert. Google Docs: Implement the feedback from the subject matter expert into the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Design the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Implement changes from subject matter expert. Email: Get approval from the sales manager. InDesign: Implement changes from sales manager. Email: Get approval from your manager. InDesign: Implement changes from your manager. Email: Give final draft to sales manager and your manager to distribute to internal staff. ^^ If that even looks remotely like your workflow, there is definitely a better way. Recommended Reading: How to Boost a Marketing Workflow Process That Will Reduce Work By 30-50% By showing something like this, you demonstrate the problem. Now you can show off the solution. When we cut several unnecessary approval steps, we will save my team 5  hours of productivity time every week. That's the same amount of time it takes to write a brand new white paper, which is proven to generate 150 marketing qualified leads when we write it like our top-performing white papers. Therefore, when  we don't change, we are literally wasting time on a broken process rather than focusing our time on generating bigger results. Here's how. Weekly Meeting: Gather the story  from the sales manager and subject matter expert with clear action items for sales to provide stats on time saved from our solution + percentage increase on their desired goal by the end of the week. Google Docs (integrated into ): Write the "What's in it for me?" and outline. : Peer review the outline with the subject matter expert. Google Docs: Write the first draft. : Gather feedback on the first draft from the subject matter expert. InDesign: Design the white paper. : Get approval from the sales manager + your manager. InDesign: Implement changes from sales manager + your manager. : Give final draft to sales manager and your manager to distribute to internal staff. ^^^ You just literally cut the amount of work in half, not to mention eliminating endless email strings that are super easy to miss. Cut your work in half and eliminate endless email strings.Now you can track how long it would take for each step from the existing process and subtract the time saved from your new process. So all 18 tasks minus the 9 you removed would be the equivalent of 5 hours in this example. This doesn't even take into account the feeling of being organized, which everyone involved in the process will also love! #3. Show The Roadmap To Get There It's one thing to know what you need to do. Now you need to lay out the plan to implement the change. Humans are naturally adverse to change, so the odds are this will not happen over night. In fact, if you've been following an old process for a long period of time, it may take up to 21 days to help your team members build new  habits. Therefore, your roadmap to onboard your team members to learn this new behavior should span several weeks. In this time period, you will want to literally  lay out your game plan schedule of what you'll do to  make the change stick. Pre-rollout: Gather the data, examples, and industry trends demonstrating the need for change. Pre-rollout: Create your timeline for implementing the change. Pre-rollout: Script the questions, roadblocks, and objections that have potential to mitigate change. Pre-rollout: Discuss the forces driving change, timeline, and scripts with your manager. Day 1:  All hands kickoff meeting. Your itinerary should cover the three things you've been learning about: The problem (what's wrong), the solution  (why this change is necessary now), and the roadmap you're creating at this moment. You should also leave time for questions + answers (more on this to come). Day 2: Implement your team's initial feedback into the new solution. Day 3: Show  your team that you took their advice and enhanced the new solution. Day 4: Remind your team to use the new solution. Day 5: Retro and iterate. Weekend Day 8: Ask your team informally how things are going. Instant message could work well. This  reminds  everyone (especially your most quiet team members) that they have a voice in the change process. Day 9: Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 10: Day 11: Day 12:  Retro and iterate. Weekend Day 15: Again, ask your team informally how things are going, and look for feedback. Day 16:  Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 17: Day 18: Day 19:  Retro and iterate. Weekend You can map out your game plan in , too, using  a Marketing Project. When you decide to use , everyone will see everything you're working on in one place... so why not add this into , too? ;) Step 2: Be Prepared + Proactive For Any Situation Bill Walsh was the head coach of the San Francisco 49ers, and helped turn a losing football team into one of the best, winning three Super Bowls. ^^ Talk about change management. Walsh is known for planning  his plays for every scenario. He carefully planned exactly what play would work for specific situations like being 30 yards from the end zone with only 5 seconds on the clock. He's known for having planned the first several  plays of the game whether the 49ers were kicking or receiving. In short, Bill Walsh  planned his work, then worked his plan. He called this practice scripting. And it's a great  framework you can apply to your change management, too: Scripting allowed me to take randomness and stress out of the decision-making process. The result is a very adaptable but intelligent  plan for the future. - Bill Walsh Anticipate Questions Uncertainty avoidance is the psychological term used to describe a specific society's tolerance for ambiguity. While this term is generally used to describe  larger cultures as a whole, your team and business have a culture within them, too. And the main idea here is that people like process, rules, and the same-old-same-old because it's familiar, easy to remember, and they already have habits that literally help them do the work with less thought and effort than taking on something new. Knowing this, you can plan on the questions your team will ask as you make the change. This is your script for an FAQ (or frequently asked questions) for your team. Simply take 30 minutes to brainstorm all of the questions your team may ask, then write down the answers: Why this change? Why now? What do you expect from me now? How will we collaborate now? What aren't we doing anymore? What new things are we doing? How should I voice my feedback? The point here is to think through the most common questions you can realistically expect your team and stakeholders to ask you, so you have all the answers prepared in advance. You can use the change management Word doc template that complements this blog post to help you get started. Recommended Reading: The Best 30 Minute Content Marketing Brainstorming Process Anticipate Roadblocks Again, change is often difficult for people to accept. Most people are satisfied with status quo, in other words, doing exactly what they're doing now. Back in 1947, psychologist Kurt Lewin researched this phenomenon and came up with the force field analysis. Essentially, there are forces driving change while other forces restrain change, which makes it most comfortable for people to stay in the status quo. You are the force driving change within your organization. So you should prepare for how you'll address  the forces resisting change: How will you phase out old, outdated tools you no longer need to use? What does the timeline look like? How will you onboard your team members to use the new tools as you expect?  What does the timeline look like? How do you take into account everything else on your team's plate and the time it takes to learn new skills (100 hours per person)? What will you do if a team member does not adopt the new process from the get-go? What will you do if a team member tries the new process for a day, then regresses to their former behavior? How will you handle team members who actively fight against the new process and try to get other team members on their side? How will you agilely  learn from your success and mistakes as your team implements change? Like your FAQ, think through and script  the answers to these questions. When- or if- the situation arises, you've planned exactly how to get your change strategy back on track. Here's how to keep your #marketing change management strategy on track.Anticipate  Objections Your own team may fight for the status quo without really knowing why. This could be a force resisting change, or  once again, a few more scenarios to script for: I don't think this will work. I don't like the new process. This is taking even more time than before the change. We can't remove those steps from our workflow because of {insert excuse}. Change  is an emotional beast. The best thing to do, according to change management pros, is to address these concerns with factual evidence backing up the need for change. Step 3: Get Your Manager On Board Those same change management pros suggest change is best instituted from the top-down. Change is best instituted from the top-down.So once you have your game plan, it's probably time to loop in your manager to get her on the same page as you (and to have your back if the forces of resistance  get in the way of the forces driving change). Set up an hourlong meeting your manager with the following agenda: 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 10 minutes: Show your proactive planning to address the forces of resistance. 10 minutes: Chat through how you'll communicate the change with your team (and get their feedback), next steps, concerns, and when you will roll out the change. 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ Those sections might feel  a little long, but the point is for this to be a working meeting. Let your manager ask questions throughout, and show up ready to take notes so you can improve your marketing change management strategy based on her feedback. What If Your Manager Doesn't Like The Suggested Change? This is where  you can use questions as a framework to understand how you can improve your pitch (or at least understand what the heck your manager is thinking): Why {do you believe that}? How {might you suggest I do that}? If you're way off, schedule a second meeting with your manager (with the same agenda) to show her how you  took her advice and will implement it in your strategy. Recommended Reading: 30 Marketing Plan Samples And Everything You Need to Include In Your Strategy Step 4: Involve The Team Early On No one really likes to be told what to do. On the other hand, involving your team members early and helping them help you make the change decisions makes them feel like they made them in the first place. In their book, Sprint: How To Solve Big Problems And Test New Ideas In Just Five Days, authors Jake Knapp, John Zeratsky, and Braden Kowitz suggest: By asking people for their input early in the process, you help them feel invested in the outcome. Later, when you begin executing your successful solutions, the experts you brought in will probably be among your biggest supporters. So... how can you involve  your team + stakeholders early on? Host A Process Change Kickoff Meeting With Everyone Involved In The Change You pretty much have the itinerary from the chat with your manager (but make a couple optimizations  here): 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 20 minutes:  Give your team the chance to provide feedback right now, but also give them some time afterward to let the ideas percolate. This gives your quiet folks the chance to digest the information and provide thoughtful insight afterward. Beware of the psychological principle of conformity (and keep your loud team members in check). 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ You have all of that documented in your marketing change management template. Recommended Reading: 21+ Marketing Templates That Will Make You More Efficient And Organized Provide Time To Think Through Feedback Give your team a deadline to provide their feedback and provide the method to do it (email, instant message, etc.). You can plan this into your change management roadmap. If anything, this keeps the process moving forward (and on a schedule) so you can fix what's broken quickly. Incorporate Feedback Into Your Change Management Process When you ask for feedback, you take it. That said, not all feedback will improve the plan. The point is to literally help your team know and understand you are listening to them, that their thoughts are valuable, and you understand they will be the major players  implementing the change. So change the roadmap as needed and clearly communicate you heard every idea and implemented many, but it just wasn't possible to include everything they requested. Retro On What's Working, What's Not, And What You Could Improve I'm borrowing this from agile product management practices. Every Friday, the marketing team at retros on the week, asking three questions: What went well? What should we continue doing? What went wrong? What should we stop doing? What could we improve? Retros like this are great for gathering feedback from your team as you change their processes. I'd suggest hosting 15-minute retro meetings every week within your first 21 days specifically to discuss the change you're implementing to learn from your mistakes (and successes). As feedback rolls in, you can use all of the work you put into writing scripts to great use! Recommended Listening: How to Get Extremely Organized With Agile Marketing With Jeff Julian From Enterprise Marketer Step 5: Break Through The Resistance To Change Change of any kind requires breaking existing habits. And that is really difficult... because humans literally need habits to not think through the nitty-gritty details of everything in their lives (we would all go crazy). So, to influence the right behavior, the most important thing to do is to over-communicate with your team as they undergo change. As Bill Walsh said: We did the same drills over and over again; I said essentially the same thing over and over, discussed the same information, concepts, and principles over and over. Gradually, my teaching stuck. If it starts to become a joke that your team knows exactly what you're going to say next... you've done well. So plan your communication touch points in your change management timeline to remind yourself when to communicate. The point is: When your team starts to think like you, they'll start to act like you. ^^^ And that's exactly what you want. When your team thinks like you, they'll act like you.Which brings me to leading by example. Maintain zero tolerance for retrogressing behavior. If you see someone do something wrong, use your scripts to change the behavior and ask the following questions: What went wrong? Why did this happen? How can we make sure this doesn't happen again? How can we get this situation back on track? The point of using questions like this as a framework is to literally let your team member answer them. They come up with their own solution for preventing unwanted behavior. And they know your thought process + expectations upfront. There is no room in change management for being wishy-washy. Finally, commitment and perseverance influence change. This process has potential to feel messy. Remember: You are the change management leader. You are responsible for planning your work, then working your plan. You are the one who will make this a reality. You just need to do it. Marketing Change Management How to Influence It [Backed By Science] Something is broken. Maybe its your workflow. Maybe its how you collaborate across multiple teams. Maybe its knowing how the content you produce influences ROI. At , we  know  youd like help to get organized and to do that, you might need to pitch to your boss  and to your team. ^^^ So whatever snag youre hitting as you manage your marketing team, chances are something needs to change before it will get better. And the best person to influence  that change for the better is you. So the question becomes how can you do it? It takes some finesse with office relationships, psychology behind change management, and perseverance. Lets explore how you can be the marketing change management mastermind. ;) How To Influence Marketing Change Management [Backed By Science]Get Your Marketing Change Management Timeline Template Use the free spreadsheet that complements this blog post to plan your marketing change management strategy. Youll put everything youll learn throughout this post into a plan you can execute. Youll also get a marketing change management template in Word to help you communicate effectively with your manager, team, and stakeholders. Go ahead. Download fo free now! Step 1: Create The Business Case For Change Yeah, I know what you're thinking. Ugh. But. Creating a doc to have one version of the truth- a reference point for questions- will help you convince your manager and team that change is needed. There are three key points to address in your change management business case doc: #1. Show There Is Need For A Change You feel when you need a change. There is disorganization. There are poor results. There are missing pieces. The best way to prove the need for change is with cold hard facts and brutal honesty. It's impossible to argue against factual information  that informs your stakeholders why the change is necessary. There are a few ways to do this: Data Is what you're doing producing the results you expect? For example, you may be spending a lot of time on trivial projects that don't actually produce repeatable, measurable results. You could measure the hours  you and your team spend on those projects in an average week. Then multiply the time by each employee's hourly wage to understand how much money the company literally spends on projects that do not actually add anything to your bottom line. If you add up those dollar values and multiply by 52, you literally know how much money goes down the drain in a year. You can ask your team to track their time over the course of an average week using a tool like Toggl. Then use the Time Tracking  tab in your change management template spreadsheet that complements this blog post to track the  time + spend on tasks: Think about how much time you spend: Switching in and out of tools not designed for the specific purpose you're using them for. Making edits to  content that won't actually make a difference in the end results it will produce (shooting for perfection is extremely expensive). Getting approval after you create content (then reworking nearly everything). With very simple math, you can demonstrate how expensive these activities are, thus showing the need for change. Pro Tip: You can also use this method to show what you could be doing with your time that would generate bigger results. So, let's say you find that  logging in and out of multiple tools + disorganization sucks up 4 hours of your week. Is that the same amount of time it would take you to write a blog post? There is proof: When we find a tool that is designed to help  my team be more productive, we will write more blog posts which are proven to help us grow the business. Another data example involves analyzing the success  of your best-performing content. What if you focused more time  shipping new projects that are similar to your existing top-performers? From experience, I can tell you that you don't need to publish more content,  but the same amount of the right content. And you could boost your results by 9,360%. No joke. Here is how to calculate this quickly, but read this for an exhaustive, in-depth guide: Set up goal tracking in Google Analytics and create a custom report to easily view the content that contributes to those goals. Here are in-depth instructions to help you do this in 5 minutes or less. Create a list of the last 30 pieces you published  that are at least 30 days old. Use the Content Grading tab in your change management template to do this. Write down the amount each piece has contributed to your goal by using the Google Analytics custom report. To make this an even fight for each piece, I like to collect data from the first 30 days after publish, so every piece has an equal amount of time to contribute to your goal. Sort your content  by your goal, peruse through those top-performing pieces, and write down the qualities you see repeated over and over. For example, at , the qualities we saw repeated over and over again were an interesting topic, well-researched and factual, comprehensive + actionable, keyword-driven, and optimized to convert traffic into email subscribers. Find the average goal contribution from every piece in your sample. If you continue status quo, this  is what you will continue to produce. Then  find the average contribution from your top 10 pieces. It's way higher, right!? Now you know if you publish the same amount of content, and simply match the qualities from your top-performers, you will boost your results. ^^^ And there you have it. Proof that you need to pivot to increase your team's performance. Examples where this method may work best for demonstrating the need for change: You don't currently have a way to measure how what you're doing is working. You  hypothesize  that doing more (or less) of something will produce better results. Bureaucracy has you doing the same old thing because... "We've always done it this way." You want to create new content initiatives and need to prove that they'd be well worth your time. Examples You might not have content that exists to help you prove you need to do more of what's already working. That's where examples come into play. Examples are also proof, or evidence, of a need for change. You can: Demonstrate a broken internal process by showing the inefficiencies of your current workflow. Again, inefficiency is expensive, and you could back this up with numbers using the process above. Examples: Workflows, approval processes, collaborating across multiple teams. Show an interesting use case with the new marketing idea from any other company. Then connect the dots to how you could do it for your business. Researching the data behind this makes your change management business case that much stronger. Example: You believe a blog would be great for your business, but you know there will be some resistance. Find examples of successful businesses that have built their credibility with a blog and are now multi-million dollar enterprises. Show how your competition is doing something amazing, but you don't have a presence in that area. This appeals to the fear of missing out, or FOMO. Example: You  know  your audience uses Instagram and would like to have a presence, but you're hitting some resistance. Find  examples of your competition engaging with your audience on that channel as proof that your audience indeed uses that network to communicate with brands they love. Industry Trends If there is one thing that's constant, it's change. Especially in the marketing industry: New technology, new channels, and new ideas are ever-evolving. This is similar to examples, but you can: Cite credible industry publications that cover new changes. Look for the why behind this: Why should you use the new tool, social media channel, or new content idea? Look for case studies that demonstrate the value of the trend. Has anyone (even outside of your niche) published a piece that shows percentage increases or demonstrates what you'll get out of the new idea? You'll note, I led this section with more  examples of finding your own real data to prove why you need to change. Using your data as much as possible builds the strongest case for the change you'd like to implement. It's hard to argue with your facts versus how others have been successful. #2.  Show How You Will Thrive After The Change You've  shown evidence that suggests change is necessary. Now it's time to demonstrate the benefits behind making the change. An easy way to think about this, is with a simple framework: When  we {do this}, we will {get this}. Note when there. When demonstrates an inevitability whereas if is only possible. Let's look at an example here, using examples and data to prove the need for change + backing up how implementing that change will help you produce bigger results. The example is a broken process. I hear from marketing supervisors all the time that disorganized process and "herding cats" sucks the most time away from their days, preventing them from focusing on the strategic work that would generate bigger results. To prove the need for change, you: Lay out the example of what the existing workflow looks like. Leave no stone unturned: Every step, every person involved, every tool, every point of communication, and especially the parts that are broken. For you, this could be writing a white paper. The workflow  involves: Email: Gather the idea from the sales manager. Email: Determine who the subject matter expert is with the sales manager. Meeting: Interview  with the sales team member who is a subject matter expert on the topic to gather the story. Email: Hound the sales team member to provide  stats + facts to support the claims you'll make in the white paper. Google Docs: Write the "What's in it for me?" and outline. Email: Peer review the outline with the subject matter expert. Google Docs: Write the first draft. Email: Gather feedback on the first draft from the subject matter expert. Google Docs: Implement the feedback from the subject matter expert into the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Design the white paper. Email: Gather further feedback from the subject matter expert. InDesign: Implement changes from subject matter expert. Email: Get approval from the sales manager. InDesign: Implement changes from sales manager. Email: Get approval from your manager. InDesign: Implement changes from your manager. Email: Give final draft to sales manager and your manager to distribute to internal staff. ^^ If that even looks remotely like your workflow, there is definitely a better way. Recommended Reading: How to Boost a Marketing Workflow Process That Will Reduce Work By 30-50% By showing something like this, you demonstrate the problem. Now you can show off the solution. When we cut several unnecessary approval steps, we will save my team 5  hours of productivity time every week. That's the same amount of time it takes to write a brand new white paper, which is proven to generate 150 marketing qualified leads when we write it like our top-performing white papers. Therefore, when  we don't change, we are literally wasting time on a broken process rather than focusing our time on generating bigger results. Here's how. Weekly Meeting: Gather the story  from the sales manager and subject matter expert with clear action items for sales to provide stats on time saved from our solution + percentage increase on their desired goal by the end of the week. Google Docs (integrated into ): Write the "What's in it for me?" and outline. : Peer review the outline with the subject matter expert. Google Docs: Write the first draft. : Gather feedback on the first draft from the subject matter expert. InDesign: Design the white paper. : Get approval from the sales manager + your manager. InDesign: Implement changes from sales manager + your manager. : Give final draft to sales manager and your manager to distribute to internal staff. ^^^ You just literally cut the amount of work in half, not to mention eliminating endless email strings that are super easy to miss. Cut your work in half and eliminate endless email strings.Now you can track how long it would take for each step from the existing process and subtract the time saved from your new process. So all 18 tasks minus the 9 you removed would be the equivalent of 5 hours in this example. This doesn't even take into account the feeling of being organized, which everyone involved in the process will also love! #3. Show The Roadmap To Get There It's one thing to know what you need to do. Now you need to lay out the plan to implement the change. Humans are naturally adverse to change, so the odds are this will not happen over night. In fact, if you've been following an old process for a long period of time, it may take up to 21 days to help your team members build new  habits. Therefore, your roadmap to onboard your team members to learn this new behavior should span several weeks. In this time period, you will want to literally  lay out your game plan schedule of what you'll do to  make the change stick. Pre-rollout: Gather the data, examples, and industry trends demonstrating the need for change. Pre-rollout: Create your timeline for implementing the change. Pre-rollout: Script the questions, roadblocks, and objections that have potential to mitigate change. Pre-rollout: Discuss the forces driving change, timeline, and scripts with your manager. Day 1:  All hands kickoff meeting. Your itinerary should cover the three things you've been learning about: The problem (what's wrong), the solution  (why this change is necessary now), and the roadmap you're creating at this moment. You should also leave time for questions + answers (more on this to come). Day 2: Implement your team's initial feedback into the new solution. Day 3: Show  your team that you took their advice and enhanced the new solution. Day 4: Remind your team to use the new solution. Day 5: Retro and iterate. Weekend Day 8: Ask your team informally how things are going. Instant message could work well. This  reminds  everyone (especially your most quiet team members) that they have a voice in the change process. Day 9: Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 10: Day 11: Day 12:  Retro and iterate. Weekend Day 15: Again, ask your team informally how things are going, and look for feedback. Day 16:  Implement the feedback into your process, and remind the team to use it and not retrogress to old behavior. Day 17: Day 18: Day 19:  Retro and iterate. Weekend You can map out your game plan in , too, using  a Marketing Project. When you decide to use , everyone will see everything you're working on in one place... so why not add this into , too? ;) Step 2: Be Prepared + Proactive For Any Situation Bill Walsh was the head coach of the San Francisco 49ers, and helped turn a losing football team into one of the best, winning three Super Bowls. ^^ Talk about change management. Walsh is known for planning  his plays for every scenario. He carefully planned exactly what play would work for specific situations like being 30 yards from the end zone with only 5 seconds on the clock. He's known for having planned the first several  plays of the game whether the 49ers were kicking or receiving. In short, Bill Walsh  planned his work, then worked his plan. He called this practice scripting. And it's a great  framework you can apply to your change management, too: Scripting allowed me to take randomness and stress out of the decision-making process. The result is a very adaptable but intelligent  plan for the future. - Bill Walsh Anticipate Questions Uncertainty avoidance is the psychological term used to describe a specific society's tolerance for ambiguity. While this term is generally used to describe  larger cultures as a whole, your team and business have a culture within them, too. And the main idea here is that people like process, rules, and the same-old-same-old because it's familiar, easy to remember, and they already have habits that literally help them do the work with less thought and effort than taking on something new. Knowing this, you can plan on the questions your team will ask as you make the change. This is your script for an FAQ (or frequently asked questions) for your team. Simply take 30 minutes to brainstorm all of the questions your team may ask, then write down the answers: Why this change? Why now? What do you expect from me now? How will we collaborate now? What aren't we doing anymore? What new things are we doing? How should I voice my feedback? The point here is to think through the most common questions you can realistically expect your team and stakeholders to ask you, so you have all the answers prepared in advance. You can use the change management Word doc template that complements this blog post to help you get started. Recommended Reading: The Best 30 Minute Content Marketing Brainstorming Process Anticipate Roadblocks Again, change is often difficult for people to accept. Most people are satisfied with status quo, in other words, doing exactly what they're doing now. Back in 1947, psychologist Kurt Lewin researched this phenomenon and came up with the force field analysis. Essentially, there are forces driving change while other forces restrain change, which makes it most comfortable for people to stay in the status quo. You are the force driving change within your organization. So you should prepare for how you'll address  the forces resisting change: How will you phase out old, outdated tools you no longer need to use? What does the timeline look like? How will you onboard your team members to use the new tools as you expect?  What does the timeline look like? How do you take into account everything else on your team's plate and the time it takes to learn new skills (100 hours per person)? What will you do if a team member does not adopt the new process from the get-go? What will you do if a team member tries the new process for a day, then regresses to their former behavior? How will you handle team members who actively fight against the new process and try to get other team members on their side? How will you agilely  learn from your success and mistakes as your team implements change? Like your FAQ, think through and script  the answers to these questions. When- or if- the situation arises, you've planned exactly how to get your change strategy back on track. Here's how to keep your #marketing change management strategy on track.Anticipate  Objections Your own team may fight for the status quo without really knowing why. This could be a force resisting change, or  once again, a few more scenarios to script for: I don't think this will work. I don't like the new process. This is taking even more time than before the change. We can't remove those steps from our workflow because of {insert excuse}. Change  is an emotional beast. The best thing to do, according to change management pros, is to address these concerns with factual evidence backing up the need for change. Step 3: Get Your Manager On Board Those same change management pros suggest change is best instituted from the top-down. Change is best instituted from the top-down.So once you have your game plan, it's probably time to loop in your manager to get her on the same page as you (and to have your back if the forces of resistance  get in the way of the forces driving change). Set up an hourlong meeting your manager with the following agenda: 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 10 minutes: Show your proactive planning to address the forces of resistance. 10 minutes: Chat through how you'll communicate the change with your team (and get their feedback), next steps, concerns, and when you will roll out the change. 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ Those sections might feel  a little long, but the point is for this to be a working meeting. Let your manager ask questions throughout, and show up ready to take notes so you can improve your marketing change management strategy based on her feedback. What If Your Manager Doesn't Like The Suggested Change? This is where  you can use questions as a framework to understand how you can improve your pitch (or at least understand what the heck your manager is thinking): Why {do you believe that}? How {might you suggest I do that}? If you're way off, schedule a second meeting with your manager (with the same agenda) to show her how you  took her advice and will implement it in your strategy. Recommended Reading: 30 Marketing Plan Samples And Everything You Need to Include In Your Strategy Step 4: Involve The Team Early On No one really likes to be told what to do. On the other hand, involving your team members early and helping them help you make the change decisions makes them feel like they made them in the first place. In their book, Sprint: How To Solve Big Problems And Test New Ideas In Just Five Days, authors Jake Knapp, John Zeratsky, and Braden Kowitz suggest: By asking people for their input early in the process, you help them feel invested in the outcome. Later, when you begin executing your successful solutions, the experts you brought in will probably be among your biggest supporters. So... how can you involve  your team + stakeholders early on? Host A Process Change Kickoff Meeting With Everyone Involved In The Change You pretty much have the itinerary from the chat with your manager (but make a couple optimizations  here): 10  minutes: Explain the existing problem. 10 minutes: Show the evidence that the problem is a big one. 10 minutes: Show the  roadmap  you'll use to implement the change. 20 minutes:  Give your team the chance to provide feedback right now, but also give them some time afterward to let the ideas percolate. This gives your quiet folks the chance to digest the information and provide thoughtful insight afterward. Beware of the psychological principle of conformity (and keep your loud team members in check). 10 minutes: Lay out your action items to work through after the meeting is over. ^^^ You have all of that documented in your marketing change management template. Recommended Reading: 21+ Marketing Templates That Will Make You More Efficient And Organized Provide Time To Think Through Feedback Give your team a deadline to provide their feedback and provide the method to do it (email, instant message, etc.). You can plan this into your change management roadmap. If anything, this keeps the process moving forward (and on a schedule) so you can fix what's broken quickly. Incorporate Feedback Into Your Change Management Process When you ask for feedback, you take it. That said, not all feedback will improve the plan. The point is to literally help your team know and understand you are listening to them, that their thoughts are valuable, and you understand they will be the major players  implementing the change. So change the roadmap as needed and clearly communicate you heard every idea and implemented many, but it just wasn't possible to include everything they requested. Retro On What's Working, What's Not, And What You Could Improve I'm borrowing this from agile product management practices. Every Friday, the marketing team at retros on the week, asking three questions: What went well? What should we continue doing? What went wrong? What should we stop doing? What could we improve? Retros like this are great for gathering feedback from your team as you change their processes. I'd suggest hosting 15-minute retro meetings every week within your first 21 days specifically to discuss the change you're implementing to learn from your mistakes (and successes). As feedback rolls in, you can use all of the work you put into writing scripts to great use! Recommended Listening: How to Get Extremely Organized With Agile Marketing With Jeff Julian From Enterprise Marketer Step 5: Break Through The Resistance To Change Change of any kind requires breaking existing habits. And that is really difficult... because humans literally need habits to not think through the nitty-gritty details of everything in their lives (we would all go crazy). So, to influence the right behavior, the most important thing to do is to over-communicate with your team as they undergo change. As Bill Walsh said: We did the same drills over and over again; I said essentially the same thing over and over, discussed the same information, concepts, and principles over and over. Gradually, my teaching stuck. If it starts to become a joke that your team knows exactly what you're going to say next... you've done well. So plan your communication touch points in your change management timeline to remind yourself when to communicate. The point is: When your team starts to think like you, they'll start to act like you. ^^^ And that's exactly what you want. When your team thinks like you, they'll act like you.Which brings me to leading by example. Maintain zero tolerance for retrogressing behavior. If you see someone do something wrong, use your scripts to change the behavior and ask the following questions: What went wrong? Why did this happen? How can we make sure this doesn't happen again? How can we get this situation back on track? The point of using questions like this as a framework is to literally let your team member answer them. They come up with their own solution for preventing unwanted behavior. And they know your thought process + expectations upfront. There is no room in change management for being wishy-washy. Finally, commitment and perseverance influence change. This process has potential to feel messy. Remember: You are the change management leader. You are responsible for planning your work, then working your plan. You are the one who will make this a reality. You just need to do it.

Case Study Write up (Don't have any topic) Example | Topics and Well Written Essays - 500 words

Write up (Don't have any topic) - Case Study Example The business owners need to create a variety of fresh content for their social media every week. Furthermore, owners should use a variety of social media platforms such as: Twitter, Facebook and Instagram. Previously, owners mainly used word of mouth to promote their products. Using social media platforms has its disadvantages including: the owner needs to change content regularly so as to keep the consumers interested, and they also have to focus on a single media platform since using several shall confuse the consumers. The advantage of using social media platforms is that the business owner can increase participation in offline activities. The information in the social media platform can be updated from time to time. If the business is in a van, the consumers can easily know your new location and this ensures that you maintain a loyal customer base. Using television ads: Televisions are a common feature in almost every modern household. This means that business owners can reach a wide range of consumers with this form of marketing. This form of marketing is extremely expensive and time consuming since the commercial has to be acted out by professional performers. Word-of-mouth: This form of advertising involves telling people about your business by speaking to people. This is an extremely cheap means of marketing since all that is needed are some sweet words and charisma. However, this form of marketing is quite tedious since one must walk around stopping complete strangers and convince them to come buy their product. Using placards: This form of advertising is good for a small business since it provides a detailed summary about the business. The only disadvantage is on illiterate people who will not be able to decipher the information. Using radio ads: Radios are the most widespread electronic communication device in rural areas. This form of marketing means that the small business owner can reach