Learning about my learning.. own experience on change management (Part 2)

Hello again everyone. Hope you guys are in the right mood and gear as I will straight away zoom on the subject matter continuing from the first part of my posting on my own experience on change management.

Our BU take cognizance of the fact that launching or upgrading office automation systems must consider a wide variety of factors that can influence the effectiveness of those systems. These factors include: cost of the system, timing, level of technical support, compatibility with other systems, complexity of system (a key factor in determining allocations of time and money for training). However, the most important factor that is of great important is the people themselves. After all, the office automation system is only as good as the people who make it and use it and our BU recognized that workplace resistance to these systems can dramatically lessen their benefits.

I first became acutely aware of the tremendous impact change can have on individuals while working on this automation project. The main issues identified are:-

a) The staff does not share the idea that of all the digital products out there can easily facilitate the process that once before required a tangible piece of paper; and

b) They were very skeptical of the idea that automation can make our BU more efficient and organized which would ultimately enable us to give our clients better service.

The reactions were not segmented into specific staff. Some staff who had never used digital archiving or sophisticated document storage program were delighted with the new solutions and eager to put them to work. Others however, were clearly intimidated with the new tools and publicly stated that they would never use the software and while the rest were clearly reluctant to have the buy-ins.

To them, there is no other efficient way to do it other than the current way. They are not ready to move away from their comfort zone.

Our BU realized that the challenge today is that change is not just a “technology” problem. Change involves people, and can call up emotions, uncertainties and inconsistencies. In other words, ensuring that staff are “aware” of the need for change, and communicating the good things about the new systems does not guarantee endorsement of the change. Successful change requires a well thought plans and guidance.

As summary to my Part 2 of change management experience, I honestly agreed that the "desire" to support change rests at a much deeper personal level and is directly related to each individual understanding what the change means to them - not the team, not the division or the Company as a whole.

In my next postings, I will share with you how we will apply Kotter's 8-Step “checklist” for managing organisational change taken from his 1996 best seller Leading Change.

Till then, have a wonderful day and catch you again later...