There is always a lot of talk about technological changes and their high percentage of failure. However, it is important to note that many of these projects fail not as a result of the project, but because the technology requires the staff to adapt to change. Specifically, technological changes usual meet the most resistance from staff members that have limited computer skills. Therefore, careful consideration should be given by management to the training, time and budget requirements associated with all components of the project.
Management must set techniques for managing the people side of change, a method for reducing resistance to the change in new technology or processes.
Note that every project is different and requires different techniques for managing the people side. Changes to business processes or business applications require significantly different techniques than those required for software upgrades. Changes to the business process usually requires a change in management. This means that a significant part of the project must address not only the training of the new users and of the new technology, but also setting up an ongoing change management program.
Even with this in place, organizations will still have to understand that the benefits of such changes may not be realized until the new process has become routine. This may take some time - considering how long it can take to adapt to simple routine changes, such as taking a new route to work. Imagine the time it could take for radical changes to business processes. Management needs to digest the fact that implementing new processes and technologies is more than rolling out new systems; training and support are integral.
Organizations need to make time and budget allowance for the change an agreement components. The change management process has three major components:
This component includes a readiness assessment and strategy development. It also starts with identifying key personal for the change management team. Focus should also be given to which employees will be affected, the nature of the change and the speed at which it will occur (it is useful to identify the staff members who will resist change).
This is the largest part of the process. It involves implementing the vision and establishing the necessary training. It will also include a communications and monitoring model. Communications should be done often to avoid the FUD factor(fear, uncertainty and doubt).
My experience has been that there will always be staff that will, despite all your effort, resist change. You must monitor the change and control those that resist change as their they will spend great amounts of time and energy combating the process. You must either get them to accept that this is what is happening or remove them.
This is the component where every small success is recognized and is celebrated. As noted above hidden and open resistance needs to be identified. This should be done in a face to face setting to be effective.