{"id":251,"date":"2014-12-06T02:11:24","date_gmt":"2014-12-06T00:11:24","guid":{"rendered":"http:\/\/harsmann.com\/blog\/?p=251"},"modified":"2020-04-13T13:49:46","modified_gmt":"2020-04-13T11:49:46","slug":"retrospective-on-a-change-project-dogfood","status":"publish","type":"post","link":"https:\/\/harsmann.com\/site\/2014\/12\/retrospective-on-a-change-project-dogfood\/","title":{"rendered":"Retrospective on a Change Project; Dogfood"},"content":{"rendered":"

I am wrapping up a one year assignment as change agent where I have been implementing a standard software development process in my company\u00a0(Open Unified Process<\/a>).<\/p>\n

I keep coming back to change work like this (or maybe it keeps coming to me), and it is fascinating to see how change efforts sometimes succeed, and how sometimes they don\u2019t. One thing is certain \u2013 it is never as easy as just saying \u201cdo this, do that\u201d. At least not if the change is to be lasting. Some challenges remain the same each time you do work like this, but there is always something new to learn.<\/p>\n

Some key takeaways, in the framework of John Kotter\u2019s 8-Steps Process<\/a>:<\/p>\n

    \n
  1. Establishing a Sense of Urgency: This is the burning platform stage, but\u00a0when working with process improvement, this is rarely a matter of life or death (at least the danger is not clear and present short term), so it is difficult to introduce method B as radically better than the existing method A.<\/li>\n
  2. Creating the Guiding Coalition:\u00a0Getting long-term commitment is the challenge.\u00a0Everybody will agree that improvement is a good thing, but when it isn’t a matter of life or death, then it can be hard to maintain attention in\u00a0in a busy environment.<\/li>\n
  3. Developing a Vision and Strategy: This includes both the 30 second elevator pitch, the implementation cost and the long term training programs.<\/li>\n
  4. Communicate the Change Vision: This can be difficult in practice when competing\u00a0for bandwidth\u00a0with a lot of other initiatives. Some communication channels may be worn down by overuse, so a\u00a0wide spectrum campaign may be required. The past should also be considered. This initiative may be be yet another attempt at improving XYZ, what is different this time?\u00a0In\u00a0this case, persistent communication did much, together with personal interactions to create awareness.<\/li>\n
  5. Empowering Employees, is also about handling resistance and the\u00a0natural organizational inertia. If it is not a matter of life or\u00a0death, it a tendency to wait and see what others do and if the change\u00a0is going to stick. Working with a few pilots for pick low hanging fruits and engaging with projects that have certain challenges can be the way to go. In the former case people who are positive towards the change become ambassadors; and the latter case represent the kind of life\/death scenario which hold back the organization as a whole.<\/li>\n
  6. Generating Short-term Wins, i.e., pick the low hanging fruits. This can be through pilots and\u00a0challenged projects.<\/li>\n
  7. Consolidating Gains \u00a0and Producing More Change:\u00a0Gather feedback, show people you listen and care about heir involvement. Making them champions are a great way of making things progress<\/li>\n
  8. Anchoring in Culture:8. Keep going. Often overlooked, it takes time. Should be compared to characteristic time of the organisation \u2013 if things evolve on a year-by-year basis, then at least a year is required to see all aspects of change play out.<\/li>\n<\/ol>\n

    A few more points:<\/p>\n