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Friday, July 23, 2010

change management learning

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change management learning organizational learning information management
By Dr Rod Dilnutt


Implementation of Information Management solutions always bring change to any organization. Business practices, roles and relationships all affect the way people work and interact daily. Is this a driver for implementation to productivity, compliance or risk reduction there is always a need to consider what would have an impact on the user community.

Document and records management practices within the organization is not often the front-of-mind for most managers and employees and ask them to think about the information in a different way or even at all, as the company's assets requires a fundamental change in mindset. This will take a lot of employees out of their comfort zone, have an impact on their confidence and competence to do the job and create a situation where individuals can feel the loss of control in the context of their work.

It is natural that most people initially reacted cautiously with concerns about their future, security and where they would be suitable for a new order of things. In each group there will be 10% of people happy with the prospect of change and at the other 10% who will reject any change. This means that there is 80% which can be affected one way or another.

Successful implementation of information management systems extends far beyond the design and implementation. That exceeds the support and operation. Effective information management requires a fundamental change in mind-by the stakeholders and everyone in the organization that relies on information in their work activities. This shift need to be implemented carefully to create the necessary culture in which information is correct and actually managed as a key organizational asset.

What is Management of Change?

Change management is an art to positively affect the majority accept and commit to change emotionally. Many problems that arise as a response to real or perceived can change and are closely linked in a network of cause and effect. Either way, they should aim to avoid resistance or rejection of change. This requires the combination of communication, understanding, mentoring, training and general support with the aim of building trust. It is from this position of trust that the task of building a work culture needed for successful information management begins. The '4 Cs' of management changes that help us think about the changes made from the viewpoint of users.

Comfort people are creatures of habit and develop patterns of work in the comfort zone of daily activities.

Changed control practices can cause a loss of control over daily routines and activities. This may come through the reporting lines changed or responsibilities that can generate the level of discomfort.

The introduction of new beliefs practices can damage employee trust in their ability to perform. Some may see this as a challenge, for others it can be stressful. Often the introduction of computer equipment is something that can be unpleasant. Some people, especially older workers who may not have experience with computers and can cause self-doubt over their ability to learn new skills required.

Competence To be able to operate in a changing work environment there is always a necessary element of back-Skilling. This of course means that the current skills, often developed during the term need to renew or may become excessive. This uncertainty can have an impact on employee competence and ability to perform.

Management of complex web responses, issues and perceptions need to focus attention. Skills of a manager change is built on an understanding of human behavior and the role of change manager is to help people understand the change and what it means in terms of personal and has proven to be a significant success factor in building the Information Management capabilities.

Why is Change Management important?

As the volume of information must grow and improve our regulatory obligations to pursue the middle of an ongoing business productivity, we can not waste the opportunity to exploit the benefits of information management solutions.

Studies repeatedly show that the main risk in the success or failure of information management solutions is stakeholder resistance to change. Through the investment of time and effort in preparing the user community for the change comes the possibility of lowered resistance. In short without a disciplined approach to managing stakeholders through changes in the expected realization of benefits is placed at risk. This had an impact on business productivity, staff morale and bottom-line. So it seems logical for us to disseminate our information management solutions with the most effective way.

Some common pitfalls Change Management solution implementations IM

We see a continuing consolidation of vendors of information management and subsequent convergence of the underlying technology. There is recognition by organizations that grow the information management capabilities required. Further, the audit activities often highlighted the flaws and performance of each organization to react accordingly.

The selection of information management solutions company, is an important investment and common trap is handled by the management changes include:

Focus on Technology

Ignore the emotional needs of users in a hurry to get the technology in place that can make a real project risk. Many organizations with information management solutions already in place a negative experience from the opinion of the system. Often the cause of this perception can be traced to the early focus of the technical implementation that ignores the needs of people who consistently struggled to implement new functionality within their work activities. An effective change management approach, including building awareness and communication can change this perception around.

Recognition of the importance of Business Information

Low profile that the management information that employees have in mind the most 'can be a problem. We are all busy and in the scheme of things''the filing does not future-of-mind for most employees try to balance the pressures of everyday work. Document management and archives, can fall into the priority list in part because of pressure of work and partly because of limited awareness and can be seen one of those things' should 'do' rather than something that 'should' be done.

Organizations recognize the business value of information as an asset and can increase awareness of the importance and manage them accordingly. Increased awareness of this importance should also affect the distribution of management information systems planning.

Business Case and Budget

The business case for information management focused on risk mitigation, and productivity. However, many benefits are intangible and indirect impact on the bottom row. Unfortunately the costs associated very real and visible.

As a result, there are challenges in the development of business cases as they may fail to stimulate financial fundamentalists who see the whole business in terms of unavoidable costs that must be minimized. For less information, change management activities can be viewed as non-essential and results in a set budget to minimize cost increases the risk of failure.

Although not unique to information management implementation factors above can make a significant project risk. Changes in management techniques designed to overcome the problem of bad human behavior can affect the success of the project and as such, is the need to be included in any dissemination activities.

What are some best practices for Change Management solution of IM?

When it was clear the user is not participating in the Information Management practice objective assessment can identify a way forward which is usually cost effective and will meet the needs of the organization in the shorter term. This assessment must take an independent and comprehensive view of the situation from various perspectives.

This assessment should identify the root cause of any issues related to and develop a clear strategy to build the necessary management information capabilities. There are a number of common elements have emerged as problems with the implementation of information management that has no relation with the incumbent technology tools and strategies developed must consider how these are to be handled.

Capability assessment framework enables organizations to comprehensively assess the information management practices and to identify opportunities for improvement that will build capacity. This is achieved with current organizational practice benchmarking against best practice in each dimension of the framework. Criteria benchmark best practices within the framework have been identified through experience with several organizations in the industrial sector and geography, and expanded through industrial cooperation and global academic research.

Dimensions identified in the framework of information management is defined as follows.


Best practice organizations must have a clear strategy that deals with the management and use of information on this strategy clearly defines the content and structure of information, how to be organized and implemented to support the core business strategy.


We can assume that most organizations have the content of the information needed to manage their business. If this does not happen, it's hard to imagine an organization operating successfully or at all. However, most organizations suffer from ad-hoc approach to managing this important asset. best practices related to managing content starts with having an inventory of the contents, set the naming convention consistent architecture, taxonomy, in which content is held, how the contents were held, namely a hard copy and soft copy format that can access what information categories.


Because the process that governs how information is created, stored, accessed and communicated is fundamental to good corporate information.

Governance is the combination of processes and structures that are applied at the level of management to inform, direct, manage, and monitor the organization's information management activities. It consists of a clear policy, procedures and business rules to guide the practice of information management. This should be developed in the context of organizational business activities and are clearly communicated to stakeholders.

Information management governance also covers the development of business classification scheme, taxonomy, naming conventions and rules governing the creation, storage, protection, communication, sensitivity, and proper destruction of information.


The way in which information is treated and perceived in an organization is to reflect the organizational culture. Best practice organizations have a clear understanding and norms recognize the importance of information as an asset. This mindset needs to permeate through the culture of the organization and is the basis for induction and staff development initiatives.

Change management for information systems implementation is a clear best practice aimed at creating awareness of the culture and mindset is needed.


Organization operates in a network of relationships with stakeholders. Stakeholders including customers, suppliers, regulators and industry bodies. Best practice organizations have a clear understanding and service level agreements with other stakeholders in order to maintain company records to ensure that obligations are met and appropriate information and divided to the level required to maximize efficiency.


Application of Information as an asset is the basis of the services or products offered to the market. Best practice organizations instill the value-added knowledge and information into the service to maximize the attractiveness and utility. Company discipline to ensure the validity of the information sharing needed to reduce the risk of non-compliance and avoid potential litigation.


Information technology is the basis of information asset management. Clear and consistent architecture, data structures and information, security and operational equipment showed a mature approach to information management. Best practice organizations have a clear architecture.

Change Management Best Practices

Framework for assessing the ability of specific indicators to facilitate benchmarking against best practice. The absence of an indicator provides an opportunity for organizations to improve themselves. Over and above specific indicators following themes have emerged as the overall best practices in change management as the ability of management information is developed.


As discussed above are a combination of government processes and structures to inform, direct, manage, and monitor the activities of management information. This includes an effective record keeping practices. It is essential that organizations develop governance practices as early as possible in project implementation. This often means putting government before the specification, selection and deployment of technology solutions. It has a double benefit. First: stakeholders become familiar with management's expectations and cultural information needed begin to develop, and secondly, the organization gains an opportunity to improve government management structure before placement.

Management Information System

The selection of information technology allows management to meet performance and functional requirements must follow a diligent approach. This is the best practice in selection criteria for considering the needs of the wider information management architecture. Functional richness of the available solutions could allow pension product provides functionality duplication of the island. Workflow or Web page is a typical example of the islands where the products have been obtained for the sole purpose of one-time and unable to integrate with the core application. Once configured and deployed a new infrastructure can provide the opportunity to create an integrated technology architecture that reduces support costs.


There are many examples of high cost, high-profile failures in information technology industry. Often this can be traced to over-ambition and big-bang approach to deployment.

Application of Information Management capabilities with well defined within scope are delivered in gradual steps provide many benefits. Primarily through a series of additional implementations allow adaptation of the pilot deployment solution based on real experience before trying to conquer the world. Many organizations benefit from the application of this approach.

User Focus

The inclusion of change management activities that focus on preparing the stakeholders to take the reformed working practices to reduce the risk of resistance to the stakeholders. This involves the emotional needs of all stakeholders to ensure that they feel in control, feel comfortable and have confidence and competence to implement new working practices. For many stakeholders to learn new skills and change the roles and responsibilities of providing enhanced career opportunities.


Most solutions available in the market offers rich functionality and to manage document content in a web-based environment. Offered full use of the functions can simplify the technical architecture and to realize the savings in licensing and administrative costs to justify further investment.

Change Management Roles and Responsibilities

Manager changes are working very closely with the stakeholders and it is important that relationships founded on trust. Personal attributes of a successful change manager is empathy and patience. Roles and responsibilities of change managers are focused on understanding the needs of stakeholders, build awareness of the need for change and support of stakeholders as they transition to new working practices.

Some important responsibility for managers of change, including communication, prepare reports and communication channels, businesses participating in the reform process, facilitating workshops, staff training, mentoring and building awareness. In short, any activity that interacts with and prepare the user community to participate in the reformed working practices.

Apart from the scale of projects implementing the information management needs change management capabilities. In large-scale projects there may be a dedicated resource management changes. For smaller scale projects this role may be part-time or shared responsibility. The role of management in many instances change can be a role along with the entire development. Sometimes this can be provided through corporate change management functions. Regardless of how the role is a very important resource that is included.

Many activities are routinely carried out projects such as workshops, interviews, training and presentations, in reality, change management opportunities as the events of their interaction with stakeholders. They therefore presents an ideal opportunity to develop a relationship of trust between project team members and stakeholders.

It is important to avoid situations in which stakeholders feel as if they had been sucked dry to information by technical people. This can be avoided through the development of awareness of the importance of the project team / stakeholder relations thereby maximizing the value of contact time.

Furthermore, the 'champion' can be identified from within the stakeholder community. It provides critical input management changes. As vice-champion is drawn from the stakeholder community of their role can become contributors to a very influential and positive impact on project success.


Research shows prove that the higher level of user acceptance and greater use of installed solutions achieved if a deliberate change management activities included in work plans and implementation life cycle. best practices in change management is focused on the early involvement of stakeholders and build relationships of trust. Therefore, leading organizations have recognized the importance and allocate resources on a regular basis as projects are planned

For most organizations there are opportunities to improve information management performance. A place to start is through a comparison of the assessment of best practice information management capabilities to identify ways to realize the benefits available to learn from others' success.

This paper has emphasized the management and the resultant changes and opportunities as best practice. The selection of information management solutions company, is an important investment. For organizations considering the implementation and for those who have the infrastructure currently in place, there is a real opportunity to maximize return on investment and create a work culture that displays the behavior of management required information.

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