Even when a movement appears to be great… the concept is sound, the heavy lifting to get it off the ground has been done, there is virtually no risk, big upside potential,  and members are already prospering… there will be those around who remain doubtful and reluctant to join.

Why? Why is it so difficult some times to reach a tipping point even when something appears to be a no-brainer? Then even after some success with early adopters and reaching a critical mass… why is still so hard to convert some who choose to remain on the sidelines? Does it make a difference that we are dealing with physicians? Does that really make it more difficult? If so, why?

Despite the success of Beacon IPA as we approach our one year anniversary, surprisingly enough, there are some docs who remain reluctant to join. That’s OK. The truth is we are thankfully in a position to be selective and don’t want or need every physician who is interested. But every once in awhile I am left scratching my head…

Sticking with the business book theme of late (we can add the aforementioned Tipping Point too) , I turn to yet another recommend book, Enchantment by Guy Kawaski.

There is a discussion in Kawaski’s book regarding reasons people are reluctant to join a movement. Do any of these sound familiar?

  1. INERTIA
  2. HESITANCY TO REDUCE OPTIONS
  3. FEAR OF MAKING A MISTAKE
  4. LACK OF COMPELLING ROLE MODELS / EARLY ADOPTERS
  5. THE CAUSE SUCKS
Assuming #5 isn’t the reason (or at least I hope not), how do we tackle numbers 1 through 4? How can we best help our physician colleagues in private practice get over these concerns that are holding them back?
What do you think?
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