There is no single ingredient which ‘works’ to implement change.
To help a team adopt new practices, one may choose to refer to the authority of a recognized expert (argumentum ad verecundiam). The key lesson for an agent of change is humility: there are those who have gone before, pioneered this path, found it useful, and offered our maps. Admire and acknowledge these unseen leaders before the team.
Rarely is only one method suitable. One ought to offer the team a choice of at least two and not more than three methods, then let them both adopt and adapt. Any of the proffered practices may be chosen, or the team may hybridize the offerings to form its own practice. Key for the agent of change is to understand not only the practices but also the principles and purposes from which they spring. Restrict the available choices and challenge any reformulation, will the team’s decision satisfy their need?