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	<title>Comments on: Software Adoption; The Two Hurdles that Trip up Executives and Business Managers</title>
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		<title>By: Software Adoption; Resistance, the 2nd Obstacle that Trips up Executive Sponsors</title>
		<link>http://www.performancesolutionstech.com/software-adoption-the-two-hurdles-that-trip-up-executives-and-business-managers/comment-page-1/#comment-252</link>
		<dc:creator>Software Adoption; Resistance, the 2nd Obstacle that Trips up Executive Sponsors</dc:creator>
		<pubDate>Mon, 16 Nov 2009 22:15:53 +0000</pubDate>
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		<description>[...] Software Adoption: The Two Hurdles that Trip up Executive Sponsors (1 of 2) [...]</description>
		<content:encoded><![CDATA[<p>[...] Software Adoption: The Two Hurdles that Trip up Executive Sponsors (1 of 2) [...]</p>
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		<title>By: Your Performance Improvement, Technology and the Second Day</title>
		<link>http://www.performancesolutionstech.com/software-adoption-the-two-hurdles-that-trip-up-executives-and-business-managers/comment-page-1/#comment-51</link>
		<dc:creator>Your Performance Improvement, Technology and the Second Day</dc:creator>
		<pubDate>Wed, 20 May 2009 03:48:36 +0000</pubDate>
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		<description>[...] Links: The Two Hurdles that Trip Us Up [...]</description>
		<content:encoded><![CDATA[<p>[...] Links: The Two Hurdles that Trip Us Up [...]</p>
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		<title>By: Rodney</title>
		<link>http://www.performancesolutionstech.com/software-adoption-the-two-hurdles-that-trip-up-executives-and-business-managers/comment-page-1/#comment-50</link>
		<dc:creator>Rodney</dc:creator>
		<pubDate>Tue, 11 Nov 2008 01:01:09 +0000</pubDate>
		<guid isPermaLink="false">http://www.performancesolutionstech.com/index.php/software-adoption-the-two-hurdles-that-trip-up-executives-and-business-managers#comment-50</guid>
		<description>Thanks for your comment Julian.  Your comments about brain localization and quick pattern recognition, made me think that possibly CEOs and executives are in part selected on their ability to make quick pattern recognitions and response.   All of which makes supporting a change process that extends very long, like software adoption, out of their interest level, not to mention emotional comfort zone.   All of that would make it easy to under-estimate the resources or personal commitment needed to see the process through.</description>
		<content:encoded><![CDATA[<p>Thanks for your comment Julian.  Your comments about brain localization and quick pattern recognition, made me think that possibly CEOs and executives are in part selected on their ability to make quick pattern recognitions and response.   All of which makes supporting a change process that extends very long, like software adoption, out of their interest level, not to mention emotional comfort zone.   All of that would make it easy to under-estimate the resources or personal commitment needed to see the process through.</p>
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		<title>By: julian mendoza</title>
		<link>http://www.performancesolutionstech.com/software-adoption-the-two-hurdles-that-trip-up-executives-and-business-managers/comment-page-1/#comment-49</link>
		<dc:creator>julian mendoza</dc:creator>
		<pubDate>Mon, 10 Nov 2008 16:13:42 +0000</pubDate>
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		<description>Why do the best sales seminars say you have to &quot;sell to the pain&quot;? Why do cognitive experts now say it&#039;s inaccurate to say we must keep emotions out of important decisions - and, in fact, an emotional shift precedes decisions involving fundamental changes?

How do experts ( firemen, ER docs, jet fighter pilots) make instantaneous decisions? How valid is flying by the seat of their pants as CEO&#039;s are wont to do?

That emotions and instinctive reactions are seated in two parts of our brain that are close to each other (the amygdala and the hypothalamus) and that is consistent with their role as the frontline defense mechanisms - quick pattern recognition.

Then, at the opposite end, reached after a longer pathway to the outer parts of the brain, are the slower intellectualized abstractions - the MBA and scholarly decision analysis models - that the prefrontal cortex builds from knowledge and experience.

If you are proposing a major shift vis-a-vis a prospect&#039;s current &quot;model&quot;, you&#039;ll have to create a pain or discomfort first - a gap between what she deems as desireable, versus where she is.

The guards at the frontgate, our emotions and lizard-like instincts, will resist major intrusions - i.e., inconsistencies with the caricatures stored as friend or foe patterns. Think of your 87 year old father-in-law&#039;s incredulous look when you propose an Ipod to replace all his slides and vinyl records. That is a displacement at a generic level.

Those same &quot;guards&quot; will let pass through, those they recognize as ordinary citizens - e.g., product features i.e., you can sell on features of an Apple Ipod versus a Zune only if you have sold him on the major structural shift first, that he is to abandon his 35mm projector and his turntable.  Technical analyses are by their nature objective, &quot;reasonable&quot;, etc. What was a gut-wrenching decision for you, once made and given out, would then become an objective parameter to your lower-level managers.

Note, though, that if that&#039;s tied to their performance evaluations, then it has a personal impact that triggers anxieties. And feelings often can&#039;t be helped - but if recognized, they can be properly managed.

So don&#039;t dismiss emotions as fluff.  You know where that got you the last time you forgot an important anniversary date with your wife.  They are a real part of your mental processes, and they can be stronger than the cognitive.

There is a reason the brain stores these caricatures.</description>
		<content:encoded><![CDATA[<p>Why do the best sales seminars say you have to &#8220;sell to the pain&#8221;? Why do cognitive experts now say it&#8217;s inaccurate to say we must keep emotions out of important decisions &#8211; and, in fact, an emotional shift precedes decisions involving fundamental changes?</p>
<p>How do experts ( firemen, ER docs, jet fighter pilots) make instantaneous decisions? How valid is flying by the seat of their pants as CEO&#8217;s are wont to do?</p>
<p>That emotions and instinctive reactions are seated in two parts of our brain that are close to each other (the amygdala and the hypothalamus) and that is consistent with their role as the frontline defense mechanisms &#8211; quick pattern recognition.</p>
<p>Then, at the opposite end, reached after a longer pathway to the outer parts of the brain, are the slower intellectualized abstractions &#8211; the MBA and scholarly decision analysis models &#8211; that the prefrontal cortex builds from knowledge and experience.</p>
<p>If you are proposing a major shift vis-a-vis a prospect&#8217;s current &#8220;model&#8221;, you&#8217;ll have to create a pain or discomfort first &#8211; a gap between what she deems as desireable, versus where she is.</p>
<p>The guards at the frontgate, our emotions and lizard-like instincts, will resist major intrusions &#8211; i.e., inconsistencies with the caricatures stored as friend or foe patterns. Think of your 87 year old father-in-law&#8217;s incredulous look when you propose an Ipod to replace all his slides and vinyl records. That is a displacement at a generic level.</p>
<p>Those same &#8220;guards&#8221; will let pass through, those they recognize as ordinary citizens &#8211; e.g., product features i.e., you can sell on features of an Apple Ipod versus a Zune only if you have sold him on the major structural shift first, that he is to abandon his 35mm projector and his turntable.  Technical analyses are by their nature objective, &#8220;reasonable&#8221;, etc. What was a gut-wrenching decision for you, once made and given out, would then become an objective parameter to your lower-level managers.</p>
<p>Note, though, that if that&#8217;s tied to their performance evaluations, then it has a personal impact that triggers anxieties. And feelings often can&#8217;t be helped &#8211; but if recognized, they can be properly managed.</p>
<p>So don&#8217;t dismiss emotions as fluff.  You know where that got you the last time you forgot an important anniversary date with your wife.  They are a real part of your mental processes, and they can be stronger than the cognitive.</p>
<p>There is a reason the brain stores these caricatures.</p>
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