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Managing Technology Changes In Associations
When one imagines a dramatic system-wide software change in their organization, they may feel as if they are anxiously clutching their stomach as they fight back feelings of being completely submerged.
More than one-third of associations plan to upgrade technology systems in 2014, as cited by Associations Now. Yet according to a new PMI report nearly half of organizational strategic initiatives fail.
Technology and software changes in an association can be very stressful – an intrusive and disruptive process no one wants to deal with. However, with a bit of thoughtful planning and communication, organizations and their members can graciously sail through the changes.
Humans are creatures of habit - always anticipate resistance from association stakeholders
According to Inc.com, the top reason employees hate change is because they are concerned that the knowledge, prowess, status and talents they’ve accumulated on the older infrastructure will all become defunct. Changing the system can create a sense of fear that employees will not be able to perform their job, or complete tasks as quickly, easily, or skilfully as before – thus compromising their positions on the team, or even their jobs. Keep this perspective in mind by providing very clear, transparent and accountable leadership.
Get stakeholder buy-in
Highly effective organizations ensure all levels of the organization can identify with the need for the technology change. All of senior management must be on board – backing and driving the change. Also, make sure some employees underneath top leadership are advocates as well. Actively communicate a compelling case for the changes your organization plans to make and be sure to highlight how they will benefit everyone involved.
No one likes feeling like a failure
Be proactive when considering the threat and fear technology changes may present to some members of your organization. According to PMI, the top two reasons why organizations fail at change management are that they poorly communicate before, during and after implementation and lack process leadership. Address these issues head-on so the association and its members can more easily tread the waters of change.
1. Clearly define expectations to your teams and members
Set well-defined metrics, milestones and goals for the process. Let stakeholders know how their workflow will or will not change. What new tasks are expected of them? What tasks are no longer necessary? Transparency helps set nerves at rest by reducing confusion, helping staff and members know what lies ahead and defining what “success” looks like.
Setting expectations includes defining and communicating a time frame - let members and staff know the plan for managing the changes and the expected transition dates. Stick to this schedule as best possible. Delaying/advancing scheduled events may heighten confusion and irritability. Employees already distrust technological change, so don’t make the process worse by making false promises and mismanaging.
2. Provide substantial educational resources and actually lead employees through them
Offer workshops, online videos and training manuals – preparing staff and members by all means necessary. The right combination of educational resources creates a sense of competency. Also, don’t just throw training materials at individuals via email - actually lead them through with a comprehensive strategy.
Instructional videos can be highly beneficial – Utilize free tools like Screenr to record and capture video from computer screens. Viddy can distribute these videos on mobile phones.
3. Be generous with the adjustment-period
Employees need time to train and become familiar with the system – be reasonable based on your association’s culture, the scope of the change and the size of the organization. If possible,implement change in a step-wise fashion, little by little.
For larger changes, consider setting an adjustment period ranging from 6 months to a year.
4. Create forums to gather feedback and questions
Before rolling out the new system, learn about what employees are worried about and address these anxieties with pointed conversation and action. During the implementation phases, gather employee feedback – identifying what is liked in the new system and what may need a little more work. Listen to the issues- don’t dismiss them. Be accountable to resolving problems. Revisit the milestones and metrics your organization set before rolling out the new procedure, tracking the association’s progress.
If members and staff are spread out around a geographic area, consider conference calls or surveys - Skype is a great tool for conference calls. Additionally, organizations can utilize free online form builders, like Wufoo and Survey Monkey that deposit responses into a manageable database or offer back-end analysis tools.
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