Guessing is not a strategy: How to build decision velocity with AI and real-time data
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Whenever you start a project, the effect can be the same on the workforce as some major organizational change like a merger. You have workers focused on new objectives, for instance, or perhaps using new tools and techniques. In a merger, you would set up a special communication strategy to ease the workforce into needed culture change. Why not steal that idea for use in a new project?
This article sets up a 3-step strategy for organizational change communications that can be adapted for project management. The first step is to set the stage with a description of the objectives of the project. This comes from an executive who should exhibit candor rather than hype. Workers of today will become immediately skeptical at anything that looks like Billy Mays hawking the Hercules Hook. On the other hand, they will respond to a truthful description of inadequacies in the competitive capability of the organization that the project is designed to remedy. The executive should support any key new systems, tools and/or techniques that will be used in the project.
To get the message to the workforce, use multiple methods of communication, taking advantage of newsletters, e-mails, intranet sites, and other methods. For a project with a very large workforce, you will want to do some kind of quick survey to make sure the message is getting across.
More on the following 2 steps in my next post.
Posted on: August 06, 2007 12:58 PM |
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