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 propelling and maintaining behavior” (2013, p. 30). I think when techs see the incentives, they will want to personally reap the benefits. The second element the authors suggest including in the equation is personal capacity (2013). I believe that all technicians will be able to take the training courses and, once they realize it, they will want to continue participating. When technicians begin to apply their new knowledge to their work, the quality of repairs will improve and the time required will decrease significantly. Other areas that the authors suggest to call for change are those of motivation and social skills (2013). I believe that once the technicians who chose to participate in my incentive program start talking about the rewards and benefits they received from it, all other technicians will want to participate 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 the authors recommend using to drive change is structural motivation and capacity (2013). I believe the structured incentive program does just that, since technicians can see the rewards offered by the structure, this will hopefully motivate them to participate. As technicians progress, they will see how participating in the structured program is easy and has improved their technical abilities, as well as their income. Then they will want to continue to improve with the program by