(a) Find the feeling (engage, engage, engage) 1/2

Effective contract automation projects (also) focus on the emotion of change. The elephant is motivated by emotion. To motivate people to change, you must find a feeling. A leader taps into the feelings that motivate people to become interested, to contribute their creativity and to solve bigger and more challenging problems.

Can you make it visual? What you see is more likely to evoke emotion than contracts you read. When encouraging your legal team to adopt contract automation, could you splice together a quick vlog of your internal customers talking about bad legal service experiences? SWITCH tells us that knowing something is not enough to cause change, make people feel that something:

Work-gloves on the table. One of the challenges for Chip and Dan Heath is where they had find examples to illustrate how ‘appealing to a feeling’ drives change. In SWITCH, they describe an example discussed in John Kotter and Dan Cohen’s book The heart of change: in his quest to improve procurement processes not gradually but significantly, Jon Stegner tried to find a lucid example of bad purchasing practice. He asked an intern to investigate one single item, work gloves. To convince the directors of his company’s manufacturing plants, they collected for each plant one set of the work gloves purchased by that plant and attached a price tag to it. The intern reported that 424 types of work gloves had been purchased, from various glove suppliers and all negotiated plant-by-plant. The same pair was bought for 5 Dollar by one plant and for 17 Dollar by another. Jon Stegner threw all gloves on the management board’s table. The spill of money and efforts was at once clear, as well as what needed to happen. The change that followed did not save the company 2 percent on procurement but a billion Dollar over five years.

A designed environment. A reader of SWITCH gave an example: The manager of a retail clothing store was frustrated by the amount of employee and customer-theft. She set up an elaborate clothing display in the back workroom – shirts in neat piles, slacks hung carefully on racks, mannequins dressed up in the season’s best. When her employees showed up for a meeting, they were surprised: Are we expanding the store into this room? The manager announced: “What you see in this room is the amount of clothing that disappeared from the store in the last 6 months. It’s unacceptable, and I need your help to stop it.” The employees were aghast. Since then, shrinkage has been reduced substantially.

Print out the ‘hand-made’ contracts of one year. To appeal to your team’s emotions regarding wasted time, as a head of legal or a law firm partner, consider printing out all contracts of last year that were not drafted from a model contract, and pile them up the table (or display them on a pallet).

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