Although some studies and experiences have shown that R&D project selection models can be potentially useful decision aids, their adoption and routine use is not widespread. This lack of usage may be a consequence of the lack of attention which model builders have traditionally given to the prevailing adoption attitudes of R&D managers. A design methodology centering around the measurement of adoption attitudes has been developed and used by the authors. The methodology consists of procedures for analyzing the organizational climate relative to project selection model usage, developing an acceptable model form relative to the organizational climate, and inducing the adoption of this model form within the climate. Three case applications of the methodology are described in which negative‐to‐positive shifts in adoption attitudes occurred and project selection models were adopted for long‐term use. These results indicate that the use of this general methodology may lead to increased formal adoption and widespread usage of project selection model forms i