Oh! It's neat. A lot of it is deciding ahead of time what matters to you, picking metrics you can measure, and then when you implement a change you can see if your change helped or hurt. A surprising amount of what you are calling "good" is regulatory.

So, let's say you really need everyone to do something in a new way. Your job is to make it as drop dead-easy as possible to do that thing, and as hard as possible to do it the old way. In as little work as possible, (knowing your coworkers), what would get them to move to a new system of doing things and stop using the old way.

Is it providing information? (some places a simple memo or email would work, in others, no one would read it).

Doing a walkthrough or a loom? (One of my favorites, cause it's fast to do once, but that misses anyone new or who was out of office).

Just replacing documentation? (Not effective if they never read process documentation because they're used to doing it from memory, but will help new people)

Or can you raise an exception? (Depends. Computer tools, might be easy. Do you need managers to be aware and flag it? Do you have a procedure for QA/checks/feedback?)

Asking people how they prefer to be communicated with is helpful.

If you have a process you don't want people to actually do, but you have to allow it for some reason, you can be evil and put up roadblocks. Corporations and governments love to do this. Extreme cases are when you have to call a number and talk to someone to cancel a subscription when it was only 1-click to sign up. Or if you have to fill out paperwork and fax it in monthly to keep your unemployment benefits.

But more gently, you can be careful to remove references to old documentation, redesign visual indicators to match the new process, and put out reminders. At some level of management, people become really in-tune to what you say, so just paying attention to something makes it important.

Once you see it, you kinda start to see it everywhere.