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A project management adaptation of the second organizational change communication step described in the article is to make sure everyone knows why the project objectives are relevant and how the project fits in with the larger business goals. This information is usually given minimal exposure at the beginning of the project, making it easier for the average worker to feel like a small insignificant cog in a huge wheel. If this information is well-communicated, workers feel closely linked to a larger effort and tend to think out of their silos when problems need to be solved.
This communication should be provided by the middle levels of management using language that is pertinent to the workers. For example, managers of designers would stress the importance of higher business objectives to the design process. Managers of deployment specialists would stress the importance of coordinating early with all groups affected by the same initiative as they scheduled their detailed tasks.
This type of communication is not natural. Instead, the tendency is for managers to reinforce the walls of their silos as soon as the project begins. You will have to actively manage how managers are prepared and monitor the messages that are “cascaded.” But the effort will be worth it, because great increases in workforce performance can be achieved this way, especially in large, lengthy projects.
Posted on: August 08, 2007 10:56 AM |
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