The authors suggest appealing to individuals in a way that will personally motivate those members (2013). The authors believe that “this source of influence is an important factor in promoting and sustaining behavior” (2013, p.30). I believe that when technicians see the incentives they will want to reap the benefits themselves. The second element that the authors suggest including in the equation is personal ability (2013). I believe that all technicians will be able to complete the training courses and once they realize this they will want to continue participating. As technicians begin to apply their newly acquired knowledge to their work, the quality of the repair will improve and the time required will decrease significantly. Another area that the authors suggest calls for change is that of social motivation and skill (2013). I feel that once the technicians who have chosen to take part in my incentive program start talking about the rewards and benefits they have received from it, all the other technicians will want to take part in this program. As the authors of Influencer state “No source of influence is more powerful and accessible than the persuasive power of the people who make up our social networks” (2013, p.146). The final area that the authors recommend using to drive change is that of motivation and structural capabilities (2013). I believe the structured incentive program does just that, as technicians can see the rewards provided by the structure, it will hopefully motivate them to participate. As technicians progress, they will be able to see how easy it is to participate in the structured program and has improved their technical skills as well as their income. So, they will want to continue to improve with the program entered