Once an organization decides to modify its technical assistance approach it must identify technologies and processes to learn about and then "sell" them to industries that would be good candidates for the technology.

1. Identify target industries by evaluating the industry demographics and then potential P2 technologies that may benefit those industries.
2. Identify industry opinion leaders who represent the targeted industrial processes that the technology can benefit.
3. Partner with change agents or near-peers (POTW reps, vendors, power utilities, manufacturing extension centers, consultants, chemical management firms and recycling technology services) who can inform the affected industry representatives about these new opportunities and provide credibility to the technology as well as the individuals actually assisting the business with implementation. (Note: Trade organizations and vendors can be an asset, but in some cases they may perceive a P2 technology as a threat and may attempt to influence facilities in their decisions to adopt the technology permanently. This is an obstacle the change agent must be prepared to address. Ideally, individuals could be approached directly to provide process information and to answer any questions or concerns they may have. In reality, there will be some instances where the vendor cannot be convinced and may successfully sway a facility to terminate further interest in a P2 project.)
4. Form focus groups composed of smaller operations. Local trade or business organizations council of business can be used to form these focus groups.
5. Change agents must identify the individual(s) within the organization who are familiar with the processes, are respected among their peers, and are the type of person(s) who can communicate with both the production level and the upper management levels in the organization. Once this individual is identified it is imperative to determine whether or not he or she is willing to champion the suggested change before going forward. Once a candidate for pollution prevention assistance has been identified, the organization and the individuals within the organization must change for the pollution prevention technology to diffuse into the organization.
6. Change agents must also identify powerful individuals, preferably with a high office in the organization, such as the company president, owner or division chief at facilities that are receiving assistance. The level of the individual who supports change within the company will significantly impact the adoption of the less polluting technologies. These individuals should be carefully informed about the potential benefits of implementing the pilot study and the final adoption of the technology so that they support and endorse the program. This support needs to be observed by other affected employees who may otherwise permit the project to wither and die.

Connecting the technology developers with the end users who are trying to solve real-world problems is often one of the most important aspects of facilitating effective technology diffusion. Accelerated technology diffusion goes beyond technical journal articles, sales ads and conference presentations. Results of developmental and applied research can be used to document the principles of the technology. An understanding of the technical principles associated with a technology (how it works, what impacts it will have on waste generation and costs) is necessary for a decision maker to be interested in investigating it further. This information can, in turn, be used to facilitate the development of a demonstration site at a mentor facility.