In today's dynamic world, organizations must continuously adapt and innovate to stay competitive. However, innovation is not just about introducing new technologies or tools—it's about creating an environment that fosters change and drives desired behaviors.

One critical aspect of driving change is the allocation of resources and the decision-making process. Who decides who gets to participate and in what way can greatly impact the outcome. For example, take a simple but powerful technological tool like the Fitbit. Introducing this tool into a workplace involves much more than just the technology itself. It encompasses real-time information distribution, minimal training for ease of use, and ancillary activities like support groups which offer social reinforcement and peer recognition. This holistic approach ensures that technology is not just an add-on but an integral part of a broader system that drives behaviors and outcomes.

One of the strengths of integrating new tools and technologies is the creation of a supportive social environment. When individuals see their peers engaging with a new system and receiving recognition for their efforts, it creates a motivational loop. The social constructs around the person, such as support groups and training sessions, make adopting new technology a less daunting task and more of a communal experience.

Simply implementing a new piece of technology without altering the surrounding environment often leads to suboptimal results. For example, introducing digital records in healthcare settings without making accompanying changes to the workflow doesn't fully harness the technology's potential. It's more effective to create an environment where the technology is one of many aspects that are being improved simultaneously.

Greg Shea highlights the importance of constructing realities that align with strategic goals. "Implementing strategy and leading change are interconnected," he explains. Creating environments that reflect future states helps individuals understand and adapt to the change more effectively.

One of the tasks of a leader is to paint a vivid picture of the new reality that the organization aims to create. When people can visualize this change, they are more likely to embrace it. If the environment remains static while new directives are issued, it creates a disconnect. As Shea remarks, "Leaving us in the Sahara and talking about bear hunting doesn't make sense. Create the right environment, and the conversation becomes relevant."

‍People are incredibly adaptive, capable of adjusting to new environments and challenges. When the external environment is designed to support the internal goals of the organization, adaptation and innovation become natural responses.

Lastly, the sustainability of change is inherently tied to the alteration of multiple subsystems within an organization. When changes are made across various dimensions—such as processes, tools, social structures, and reward systems—sustainability is built into the transformation process. In summary, creating an environment conducive to change involves the thoughtful integration of new technologies with supportive structures that drive desired behaviors. Leaders play a crucial role in constructing these environments and ensuring that the narrative surrounding the change aligns with the organization's strategic goals. By doing so, they pave the way for sustained innovation and growth.