Biomedical Engineering Reference
In-Depth Information
so big that she can only play the role of celeb mama. Teenage girls
look for new models. Top managers often complain about an impene-
trable layer of lower management that blocks all organizational inno-
vation. This is another way of stating that they recognize that they
have no mirroring power for this group. This can be caused either by a
middle management layer which is not able to mirror top-down
(because they are not sensitive to receive and/or transmit), or by too
big a distance between the middle management and the lower manage-
ment so that the middle managers aren
'
t attractive models for the
lower management (a whole layer of
“
Madonnas
”
who have forgotten
that they are too old now).
Mirroring one management level upwards is possible, two levels already
creates too much a distance.
Probably, two layers of management already form a distance too
big to use mirroring power. If we want to change and improve safety
behavior, we need to do it with the roles of the older sibling and the
father of the family: the senior colleague and the first line manager.
8.6 WHO CAN PLAY THE ROLE OF A CHALLENGER?
We must realize that we always have challengers within a team without
being aware of them. It is only in behavioral change programs that we
sometimes put stickers on the heads of some to increase their aware-
ness of their role as challenger and as influencer of organizational
behavior.
Innovators
3%
Early
adopters
13%
Early
majority
34%
Late
majority
34%
Laggards
16%
The innovation model from Rogers (1995) can help us differentiate
the role of challenger. This model was originally developed for the
marketing world but is used in many other environments. Rogers took
