One of the main reasons many information management initiatives fail is poor change management. If your planning is stellar and you meet all your milestones with implementation, but don’t properly communicate during the roll-out then the staff will not be on board and be reluctant. Ray Gagnon offer these five critical steps for effective change management:

1)The Status Quo is Not an Option: The rationale for change needs to be proclaimed the same way a politician calls for political change during election season

2)Create a Compelling Vision of the Future: People need to know that change is not happening for the sake of change, but that processes will be more efficient and risk will be lower.

3)Build a Change Coalition: No matter the change, you need high level champions to buy into vision.

4)Mobilize Commitment: Enlist early adopters to be in the trenches to make change happen.

5)Cheerlead: Positively reinforce at any and every opportunity possible where you say people buying into and adopting change.

You can read the whole article on the Huffington Post.

Strategy + Business offers these 10 Principles of Change Management

1)Address the “human side” systematically: People are not naturally inclined to change and this causes people issues. These people issues must be dealt with proactively to reduce risk.

2)Start at the Top: With buy in from leadership at the top it is easier to see downstream results.

3)Involve Every Layer: Champions are at the top, but early adopters are throughout the organization so that change can cascade down and not hit any bumps.

4)Make The Formal Case: Cast vision, proclaim confidence in the vision as well as confidence in those carrying it out and provide a road map.

5)Create Ownership: Don’t just settle for buy-in, but seek those who are passionate and want responsibility in seeing change happen. Most people will say, “that is nice, but who is going to do it,” instead look for those who say, “that is awesome, and I want to play a major role in making it happen.”

6)Communicate the Message: Don’t assume that people know the why, what and how of change. Err on the side of overcommunication and make sure to obtain input and feedback.

7)Assess the cultural landscape: It is important to diagnose the organizational readiness to change, bring major problems to surface, identify conflicts, and define factors that can recognize and influence sources of leadership and resistance.

8)Address Culture Explicity: Once you diagnose any hindrances to change, be explicit in your means to remedy them and not passive or beat around the bush.

9)Prepare for the unexpected: “Effectively managing change requires continual reassessment of its impact and the organization’s willingness and ability to adopt the next wave of transformation.”

10)Speak to the Individual: Change may happen at the organizational level, but it affect people individually, so they should be addressed personally by the positive or negative means that speak to them best.

This is only a brief summary, but the article has lots of great anecdotes and information. When you get a chance you can read the whole article here.

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