The following cascade is required to make people change, and is typically attributed to Konrad Lorenz: 1. What is thought is not yet said. 2. What is said is not yet heard. 3. What is heard is not yet understood. 4. What is understood is not yet believed. 5. What is believed is not yet advocated. 6. What is advocated has not yet been acted upon. 7. What is acted on is not yet completed. Typically, leaders will tend to concentrate only on the first step or two, falsely assuming that once their goals have been laid out, their work is done. [Backbriefing](Backbriefing.md) can address the friction found in those steps, by asking the persons being briefed for the following: 1. We need to communicate our requirements and constraints to them. That ensures things get said. 2. They should write down the goals. That ensures the brief has been heard. 3. They should narrate their own version of the brief. That allows us to check if the briefed subjects have understood the main effort and goals. 4. They should have the felt permission for a candid conversation. That is how we can align on the goals and eliminate eventual doubts, thereby increasing the briefed persons' belief in the effort. 5. They should be asked to further propagate the brief to their colleagues. That probes for advocacy. 6. They should decide what concrete actions to take on the brief with those colleagues. That tests for action. 7. We should measure the effects of our brief. That tracks completion. Source: [The Art of Action](The%20Art%20of%20Action.md) by Stephen Bungay