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An organisation’s capacity for efficiently changing the behaviour of its employees is often an obstacle to smooth-functioning knowledge management. Behaviour can only be changed if the employment makes a permanent conscious decision to do so, based on intrinsic motivation.
Insight into the goal of the change, involvement in the change process and the positive influence of the organisation are the most important factors for developing this motivation and achieving change.
Change projects in organisations therefore have to be multidisciplinary and all parts of the organisation have to be involved. In practice, we blend these projects into a single change programme, which enables us to coordinate the direction and speed of individual projects.
The programme direction is based on a clear goal, built on the basis of a shared vision. Project priority and turnaround time determine the speed. These two factors are determined by a programme task force made up of representatives from the organisation.
The change must start as soon as the programme kicks off, so it can develop naturally. The tailored representation of involved employees and personal communication ensures that the team supports the process. This minimises the likelihood of resistance and negative responses to a change that is not properly prepared. |
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