People can be attracted to what’s shiny and new. Perhaps it’s just human nature that people like to have the latest new tool, resource, or staff. It can be invigorating to have what no else has.

I find it difficult to keep up with what I should be using next and tend to stick with what works. Sometimes this means giving up Powerpoint for tried and true markers and larger format paper on the wall.

I’m not opposed to trying out new tools with my work, but I often look for some amount of social proof that will let me know that it’s worth my while to explore.

As the pace of technological innovation increases, organizations can be pressured to match this rate of change. This pressure may come internally as leaders watch what their competitors are doing. It could also come externally as the needs of customers shift over time.

Cultures don’t change quickly because people generally don’t change quickly. Altering one’s patterns of behaviors takes time and people are often inclined to follow the path of least resistance. People will also work to protect what they have rather than adapt to new conditions unless it’s absolutely necessary.

As new resources and tools are introduced to the workplace, people may assume that they will be readily adopted. Until people understand why new technology is being introduced and how it will benefit them, you may face resistance in implementing it. Or people will find a workaround and not use it at all.

New technology can be seductive, but implementing it and getting users to embrace it takes time and requires good, old-fashioned communication. It’s not enough to assume that a shiny new product will immediately capture the attention of people.

You need to show people how it will benefit them and what problem it will solve.