Ask yourself: “Do people understand what is required of them, and do you as the rule maker understand why you are asking for the change?” Often, when creating policies, there's a tendency to use elevated language when what's more important is clear and easily digestible information.

The second question helps ensure that individuals know the policymakers understand what they are asking for. If individuals think that they are being asked to change their behavior just for the sake of it, they are more likely to be disengaged. Leading changes with transparency can improve adoption.

To ensure easy understanding of policies, be sure to include practical examples where possible. Additionally, you can set up feedback channels that will allow individuals to ask any questions or express concerns about the policy. By regularly reviewing and addressing these queries can foster a better understanding of the policy.

Ask yourself: “Do people have the ability to complete the desired behavior?”. According to BJ Fogg's model of behavior, behavior is a product of motivation, ability, and triggers. In simple terms, when people do not have the ability to complete a task, they must be highly motivated for the desired behavior to occur. Often, change is met with low motivation, and it's the rule-maker's responsibility to ensure that the change follows the path of least resistance. So, if the policy you're implementing is complex and disrupts the typical flow of work, compliance will be difficult.

For example, you notice a productivity deficit and decide to roll out a policy that requires employees to fill out timesheets on a new system to help you understand how employees use their time. This tracking mechanism can disrupt the flow of work and have unintended consequences like further decreasing productivity levels. If you believe this is the only solution, you need a plan in place to increase the employee’s ability to complete this action.

To mitigate any risk, you can share a capacity assessment before introducing the policy. This will help you understand if individuals have the necessary tools, time, and training. If you have the time, it may be worthwhile to pilot the changes on a smaller group to help identify any pain points or challenges before implementation.

Ask yourself: “How will the individual feel if you impose this change?”. This question addresses emotions that unconsciously drive our behavior. Policymakers often overlook this, assuming that individuals affected by the policy are obligated to follow the new rule, even if it feels unfair. Structuring policies and rules in a way that leaves people feeling negative can lead to disengagement.

For example, you notice a decrease in productivity during work-from-home (WFH) hours, so you implement a new policy heavily regulating WFH. Employees have grown accustomed to WFH flexibility and feel the change is unfair. This can lead to unintended consequences on culture and employee retention. During this change, employees may experience reactance, which states that individuals tend to act against advice when they feel their freedom of choice is threatened. This question helps policymakers empathize with those affected by the policy.

To help you understand the impact of the policy, you can conduct an emotional impact survey to understand how individuals are feeling about the change. You can use these results to iterate and amend policies.

Ask yourself: “Is this rule in this setting normal?”. Context is a major factor affecting decision-making, and as a rule-maker or policymaker, you need to understand if the change you are implementing is standard in your environment.

Continuing from the WFH example above, if the policy was created before COVID-19, it would be considered normal because the world had never experienced a shutdown. During the pandemic, employees were forced to WFH, and some companies thrived. Currently, WFH is not considered a benefit but rather a new norm. This question helps policymakers understand that context is an important factor in adoption, forcing rule-makers to be creative and find solutions that align with the new norm.

Before implementing a policy, you can conduct a contextual analysis to study industry benchmarks and wider social context to determine what is considered “normal” in the given context. It is your responsibility as a policymaker to continuously monitor shifts in societal norms or industry standards and adapt policies to remain relevant.

Ask yourself: “Do I need to grab the attention of individuals to drive this change, or do I need to default individuals into the behavior?”. With limited attention spans, we tend to focus on things that stand out and are relevant to us.

Factors like timing and lack of awareness can affect the adoption of a new rule. For example, if you roll out a new leave policy and only send it to employees by email, they might fail to comply due to the sheer volume of emails they receive. Uploading the new policy and adding it as a task to the staff board can improve visibility and adoption.

To ensure that your policy is salient, go beyond traditional email communication and use a combination of meetings, notice boards, training sessions, and digital platforms to highlight policy changes. Additionally, you can bring attention to the policy by celebrating compliance making individuals feel recognized and appreciated.