Posted at 22:55h in Change Management by admin 0 Comments So, here you are with some idea of minimizing the productivity loss that comes with people change. Youre going to need a solid conceptual foundation for your project plan. (I was going to say vision but Ive been reading a Dilbert collection lately and I just couldnt do it.) Here are some things to include.
People change management. The basic question is, just how much trouble are you going to cause people? If your initiative is going to throw a monkey wrench into many areas that affect the mundane mechanics of peoples work, you need to anticipate objections and plan for overcoming them. You also need to have a means in place, ahead of time, of evaluating and handling unexpected objections.
Project change management. If your project or program is going to span many organizational elementsprocesses, systems, and moreor if its going to affect a few complex areas, youll need to be sure youve got a workable project-change management process in place, so when Somebody Important decides the org needs a parsnip instead of a carrot, you can handle it.
Stakeholders. I hate to say this yet again. Well, not really. Do everything possible to find the stakeholders for the project and get them involved up front. Every stakeholder group needs a loop through which they can get information and give feedback. Besides, you cant overcome peoples objections if you dont know who they are.
Champions. Heres one of the best ideas Ive heard: find the people who are fired up about the change, along with those who are calmly in favor of it, and get them on your project team. These people can be a key part of your people-change strategy. They are the sales force, those who overcome objections.
Get the right processes and people in place, and youre well on your way to a successful change.
Next time: Not Change Management!