A too typical story: A fleet is making the transition from a popular software package of the 2000s to a more modern package. It is having a great deal of trouble making the transition.
In conversations with the fleet managers, it becomes clear they think the pain has something to do with the software. There are differences between the old and new software packages, and that makes people fearful and even angry.
We have witnessed hundreds of organizations integrating new software. Some succeed, and some fail. The successful all follow some common steps to prepare the organization for the changes. The most important of which is preparing the people in the organization for change – something that is sometimes forgotten.
Of course, companies look for software that can match their current methods and internal protocols in order to make this transition easier. However, this will usually result in automating the mess that is already there.
An automated mess doesn’t support the return on investment available to an organization when it changes its mindset and opens up to incorporating new strategies.
Step 1. Awareness.
Make sure everyone is aware of the change and be certain they all know why the change is being made. Many failures of software installation were on a good track but failed because a critical mass of people didn’t know what was going on and pushed back.
One important conversation to have is to let everyone know that technology is being introduced to resolve challenges within the organization. It’s important to realize that technology is a support tool and doesn’t force change.
Leadership must change to embrace reframing dilemmas, reinterpreting options and reforming operations. In a shop, this is very often workflow and task assignment.
Step 2. Build a constituency and create a desire.
It is essential that the core group being impacted sees what is in it for them to make the change. This helps build the critical mass for the change.
When managers and teams disagree on outcomes or common ground in moving forward, people refuse to get on board because no one wants to come out a loser. It is essential that the opinion leaders are on board and pulling the same direction.
Designate departmental teams or staff members to spearhead technology use within their areas of responsibility. Appoint a team of critical eyes that brainstorm greater efficiencies within the organizational workflow.
Failure means the organization becomes even more disjointed, and successful integration of the software “solution” is undermined. There must be a balance of technical and operations expertise with beliefs and experience.
Step 3. People need knowledge.
This is where training comes in.
Everyone gets some training. Some people ought to be trained as super-users.
Make training a priority. Have users learn the software options and support tools that can be applied to the work environment.
Learning is a critical skill for developing a culture that can adapt to change. Make a commitment to slowing down and being more thorough in training to gain greater momentum and impact for a shift in mindset.
Step 4. Have the elements for success.
Make sure people can do what they need to do right after they are trained on the new software. Whatever they need to be successful – network connections, sign-on credentials, computer desks, lighting and anything and everything – should be in place.
Step 5. People need non-punitive reinforcement.
Without reinforcement, the software system will be crippled.
If you think one training class is enough, just think about how many times you told your kids to turn off the lights after they leave the room. People are forgetful.
Focus on learning, adjusting and using technology as a support tool versus executing through practices and protocols that have resulted from the previous work environment.
Use reinforcement to discuss and encourage new thinking for continuous improvement and problem solving, and pick strategies to create greater efficiencies and customer service.
This five-step process is based on Prosci Change Management Techniques, a best practice approach to managing the people side of change in business and government.
Any software implementation should incorporate change management techniques to increase the chance of success.
Joel Levitt is director of international projects for Life Cycle Engineering (www.lce.com), an organization that provides consulting, engineering, applied technology and education solutions that deliver lasting results. Previously, he was president of Springfield Resources (www.maintenancetraining.com), a management consulting firm. Christine Kane is account manager at Ron Turley Associates (www.rtafleet.com), a provider of fleet management technology and software.
