Many books about organisational change will refer to the ‘third principle’. The principle is that you will have a third of your workforce who are immediately on board, excited, inspired and raring to go. You will have a third who want to sit back and watch and let others go first before they’re convinced of the need to change and you will have a third who are absolutely resistant to change and in some cases actively undermining what you are trying to achieve.
The leaders at Cornerstone made the initial mistake of putting all their energy into trying to convert the latter third. However they learned quite quickly that their energy was better placed in supporting and encouraging the first third. These people were their Local Cornerstone champions, the pioneers who built the momentum required for others to follow.
A better approach in sharing user research findings with a partner is “findings, consensus, and recommendations.” Share your research findings, develop a shared understanding of those findings with your partner, and then develop recommendations that are informed by the partner’s priorities and constraints.
At present, the IOED [Illusion of Explanatory Depth] is profoundly pervasive given that we have infinite access to information, but consume information in a largely superficial fashion. A 2014 survey found that approximately six in ten Americans read news headlines and nothing more. Major geopolitical issues from civil wars in the Middle East to the latest climate change research advances are distilled into tweets, viral videos, memes, “explainer” websites, soundbites on comedy news shows, and daily e-newsletters that get inadvertently re-routed to the spam folder. We consume knowledge widely, but not deeply.