It’s nothing new or particularly innovative, but for some reason I keep seeing people stray from engaging in or seeking out team work. What I mean by team work in the context of my work – change management – is being proactive in working closely with those that directly influence the outcome of a project (transformation or change)… and its success.
Category: Change Management
Recently, my colleague Sarah and I attended the Nielsen Norman Group (NN/g) Chicago Usability Week. With what seemed like semester-long courses packed into a couple of days, Sarah and I left Chicago not only feeling impressed by the architecture but also by the wealth of knowledge we managed to cram into our brains in just one week.
So, what did we learn? Here are five takeaways that just start to bring the tip of the usability week iceberg into focus:
Systemscope’s Kathy Roy championed “The Next Wave of Change Management” to some 200 IT industry attendees of the 2014 Developing Professionalism in Informatics (DPI) conference on May 21, 2014 at the Ottawa Convention Centre.
Roy explained how development of user experience scenarios help show how people will use and experience change in a future state. Scenarios are used to minimize impacts and deliver more successful projects.
Download the presentation: Systemscope_User Experience Scenarios – May 2014
Free User Scenario Tool
Our user scenario tool is used to not only illustrate process detail, but also to capture the impact on individual behaviour and the benefits to be derived by the change (what Roy calls WIIFE, or “What’s In It For Me?”).
For a free Visio and PDF version of the tool, please send an email to Denise Eisner with your name, title and organization.
Have you ever thought about reporting structure and how it affects your ability to do your job?
Where people reside within an organization; who their colleagues are; who they report to – these are all very important aspects of how successful a person can be in their day-to-day duties.
Organizations are implementing many complex changes concurrently and within short time frames. Senior leaders continually add new priorities to their organizational workloads, ensuring a perpetual state of transition. We continue to expect staff to deliver quality services and products to internal and external clients. It’s official, we have entered a state of being over-committed.
We all know what a great user experience is. So what is the root of that feeling? read more
Through working within the public sector transformation over the past four years, I have witnessed the state of perpetual transition playing out across government departments and agencies with startling consistency. It’s no surprise that within the current climate, staff is struggling with the concept of a clear vision of the future. When everything is in transition, and there appears to be no end in sight – this is a very common challenge. read more
Change management is fast becoming a competency required by managers given the amount of organizational change underway in the workplace. In response, managers attend change management training that will transform them into effective advocates for change. In theory, that sounds great. In practice, I haven’t seen it work. The problem lies in the assumption that managers fundamentally believe in the change or corporate direction. What if they don’t?