The Technology Acceptance Model (TAM) can help to figure out why people say “yes” or “no” to new tech at work.
It all comes down to two big questions:
“Will this actually help me do my job better?” (that’s perceived usefulness) and
“Is this going to be easy to use, or is it just another headache?” (that’s perceived ease of use).
If people think the new system is both helpful and simple, they’re way more likely to jump in and use it.
TAM can give change managers, adoption consultants and other consultants a handy framework for understanding what’s going on in people’s heads, so you can shape your rollout, training, and communications to actually get folks on board, rather than just hoping for the best. 

Why am I writing about TAM again?

Last blog I explored what TAM is and how it can help. This post goes a bit deeper, taking those ideas off the page and putting them to work. The goal here is to move from simply understanding TAM to actually using it in real workplace change initiatives, so you can spot barriers early, design smarter communications and training, and rally the right people to help drive adoption. Let’s dive into how you can make TAM a practical part of your change management toolkit.

Using TAM to Assess Readiness and Identify Barriers

If you want to get a real sense of how ready your team is for a new tool, or what might trip people up, you can use TAM-based surveys, interviews, or focus groups before you even start the rollout. Ask questions like:
“Do you think this new system will actually help you in your day-to-day work?”
“Does it look easy enough to use?”
You’ll quickly spot if employees are worried about complexity, don’t see the point, or just aren’t convinced. These honest answers help you figure out where to focus your communication and training, so you’re not just guessing what people need, you’re hearing it straight from them. 

When you dig into those survey results or chat with people in focus groups, you’ll start to see where the bumps in the road might be. Maybe a bunch of people are worried the new tool is too complicated, or some aren’t sure how it’ll actually help them. You might even spot skill gaps, like people who need a bit more training to feel confident, or find out there are some wild misconceptions floating around (“Will this replace my job?” or “Is this going to break everything I do?”). Catching these things early means you can tackle them head-on, instead of scrambling to fix problems after launch. It’s like getting a sneak peek at what could go wrong, so you can smooth things out before anyone gets frustrated. 

Here are some practical questions and assessment tools you can use to measure perceived usefulness and ease of use before rolling out new tech:

Sample Questions for Surveys, Interviews, or Focus Groups:

• “Do you think this new tool will help you do your job better? Why or why not?”
• “What tasks do you expect to be easier with this system?”
• “Is there anything about the new technology that seems confusing or complicated?”
• “How confident do you feel about learning to use this tool?”
• “What would make you more likely to use this system regularly?”
• “Are there any features you wish this tool had to make your work easier?”
• “Do you have any concerns about switching from your current tools?”

Assessment Tools:

• Quick online surveys (using Microsoft Forms, Google Forms, or SurveyMonkey)
• Short pulse polls in Teams or Slack
• Small-group focus sessions with open discussion
• One-on-one interviews for deeper insights
• Anonymous suggestion boxes (digital or physical)
• Readiness checklists for managers to review with their teams

Mix and match these tools to get honest feedback and spot any red flags before launch!

Designing Communication and Training Strategies Using TAM Insights

When it comes to getting people on board with new tech, TAM is your secret weapon for crafting messages that actually land. Instead of bombarding everyone with a list of fancy features, focus your communication on the real-world benefits, such as saving time, making work easier, or helping teams collaborate better. Keep things simple and straightforward, so people don’t feel overwhelmed or lost. If you can show how the new tool fits into everyday tasks and make it clear that it’s not going to be a pain to use, you’ll have a much better shot at getting them interested and willing to give it a try. 

Creating training that builds confidence and reduces complexity

Here are some tips for creating training that actually builds confidence and keeps things simple:

• Break training into bite-sized chunks instead of one long session—short videos, quick guides, or step-by-step walkthroughs work wonders.
• Use plain language and skip the jargon; show real examples that match everyday tasks.
• Offer hands-on practice, so people can try things out in a safe space before using the tool for real.
• Set up peer support or “tech champions” who can answer questions and share tips.
• Make resources easy to find—think cheat sheets, FAQs, or a help chat.
• Celebrate small wins and progress, so people feel good about learning something new.
• Keep the door open for questions and feedback, and be ready to tweak your training if something isn’t clicking.

The goal is to help everyone feel confident, not overwhelmed, so they’re ready to jump in and use the new tech. 

Importance of ongoing support and feedback loops

Ongoing support and feedback loops are super important because they keep the momentum going after launch and help everyone feel supported, not stranded. When people know they can ask questions, get help, and share what’s working (or not), it builds trust and confidence. Plus, regular feedback lets you spot issues early and tweak things before they become big problems. It’s all about staying connected, listening, and making sure the rollout keeps getting better, so nobody’s left behind.

Leveraging Social Influence and Peer Champions (TAM2/TAM3)

Latter iterations of TAM2 and TAM3 take things a step further by looking at how people’s attitudes are shaped by those around them. It’s not just about whether a tool is useful or easy,  sometimes, people are influenced by what their peers think (that’s called subjective norms), or whether using the new tech makes them look good in their team (that’s image). If the office “tech champion” is excited about the rollout, others are more likely to jump on board too. Basically, peer influence and social proof can make a huge difference, so it’s smart to get respected team members involved and let their enthusiasm spread.
 

Identify and empower peer champions or influencers

Here are a couple of tips for spotting and empowering peer champions or influencers:

• Look for team members who are naturally curious, quick to try new things, and who others go to for advice or help—these folks are usually your unofficial tech go-tos.
• Once you’ve found them, get them involved early! Give them extra training, let them test out the new tool first, and encourage them to share their honest experiences and tips with the rest of the team. When people see someone they trust getting behind the change, it makes a huge difference.
• Ask managers or team leads who they see as informal leaders—sometimes the best influencers aren’t the loudest, but the ones people naturally turn to for advice.
• Watch for people who are already helping others with tech or who volunteer for pilot programs; these folks are usually eager to learn and share.
• Give peer champions a little spotlight—let them host a demo, share their story in a team meeting, or answer questions in a group chat.
• Make it easy for them to give feedback and suggest improvements, so they feel valued and invested in the rollout.
• Recognize and celebrate their efforts, whether it’s a shout-out in a newsletter or a small reward, to keep their motivation high.

Empowering these champions helps spread positive vibes and practical know-how throughout the team!
 

Here are some easy strategies for using social proof, testimonials, and visible advocates to boost adoption:

• Share real stories from team members who’ve tried the new tech and found it helpful—short quotes or quick videos work great.
• Ask your peer champions to demo the tool in meetings or record a walkthrough, so others can see it in action from someone they trust.
• Highlight early wins and positive feedback in newsletters, group chats, or on your intranet—make those success stories visible!
• Encourage advocates to answer questions and share tips in public forums, so their enthusiasm spreads naturally.
• If you can, show stats or numbers (“80% of the team say this tool saves them time!”) to back up the buzz.

When people see their peers getting results and talking positively about the change, it helps everyone feel more confident about giving it a try themselves.

TAM vs. Other Change Methods: What’s Different?

So, how does the Technology Adoption Model (TAM) stack up against other ways of managing change at work? Here’s some quick thoughts:

• TAM keeps it simple.
  Instead of getting tangled up in complicated plans and endless stakeholder lists, TAM just asks: “Do people think this tech is useful?” and “Is it easy to use?” That’s it. If the answer’s yes, you’re halfway there.
• Other methods go big-picture.
  Stuff like Kotter’s 8 Steps or ADKAR digs into things like building urgency, mapping out every step, and making sure leaders are on board. Great for big, sweeping changes, but sometimes you just want to know if people will actually use the new tool.
• TAM is all about the people.
  It’s focused on what’s going on in people’s heads, not just what’s happening on a project timeline. If you want to know why people are excited (or not) about new tech, TAM’s your friend.
• Best of both worlds? Use them together.
  TAM gives you the inside scoop on user attitudes, while other frameworks help you plan and manage the whole change process. Mix and match for the best results.

Quick comparison thoughts:

• TAM = “Is it useful? Is it easy?”
• Other methods = “Let’s plan, communicate, and get everyone moving.”
• TAM is fast, practical, and people-focused.
• Other frameworks help with big-picture stuff and keeping change on track.
• Combine TAM with other methods for a smoother, smarter rollout.

Conclusion

Moving from TAM theory to practice is where things really get interesting. Instead of just talking about why people might use new tech, you’re actually using those insights to shape your rollout, training, and support in ways that make adoption way more likely. It’s about turning “this sounds good in theory” into “this actually works for our team.” When you put TAM into action, by listening to what people need, keeping things simple, and rallying peer champions, you’re not just hoping for success, you’re setting your change initiative up to win.

If you’re planning your next change initiative, give TAM a try as your guide, it’ll help you understand what people really need, spot potential roadblocks early, and set your rollout up for success.

Compared to other change methods, TAM is refreshingly straightforward and people-focused. While some approaches get deep into project plans, timelines, and stakeholder mapping, TAM zooms in on what really matters for adoption: do people think the new tech is useful, and do they feel it’s easy to use? Instead of getting lost in complicated frameworks, TAM helps you cut to the chase and address the stuff that actually gets folks on board. Of course, it works best when you combine it with other methods, like solid communication plans or ADKAR’s focus on awareness and desire, but TAM gives you a clear lens for understanding what’s going on in people’s heads, so you can make your change efforts way more effective.