Far from mature, the ITSM industry needs to factor people into the process when building future solutions. Representatives and long-time professionals from BMC Software gather to discuss the psychology behind organizational change and organizational migration. This discussion supports elements from a larger ITSM Thought Leadership series focusing on migration.
Participants in this Google Hangout Include:
Chris Dancy @servicesphere, Office of CTO BMC Software
Chris Rixon @messagemonger, Principal Solutions Marketing Manager BMC Software
David Cannon @itilso, Director ITSM Consultingl Practice, BMC Software
Organizational change is a reoccurring ITSM topic. But what are the real challenges? Beyond a basic resistance to change innate in us all, and the classic “measurement” placed against the previous process, the overriding issue is that the human side of change is often forgotten.
Process is not something we implement and impose. Process is an optimum balance—a negotiation we do-- to get consistency. In organizational change, the biggest issue is forgetting that we are dealing with changing people. Ideally we should approach the process as working with the people—and timing the event to impact a desired change. Service management has struggled with this change theory for decades. Process, as it relates to the people, is the hard part of our evolution.
At BMC Software we are trying to cultivate a behavior to embrace IT change—and it requires a different communication than we have done in the past. Success requires messaging to the right channels at the right time and a comprehensive program can expedite this process considering factors such as:
- The plan is thoughtful, documented and achievable.
- Belief that those running the project are capable for successfully planning and running the campaign.
- Belief that there are resources and contingencies towards success.
- Eliminating any organizational barriers that have existed in the past.
Project management and communication plays a big role. Before jumping into any communication towards change, it’s important to impact thinking. There is a big gap between “NEED “and WANT. But when “want” is established and action starts… if the focus stays on the “NEED”, and forgets to explain the “ reality towards completion,” the entire process can fall apart.
So is change possible with ITSM? Yes, but designing a communication plan including templates for profiling people and preference of messages needs to be in place. The majority of companies get stuck in the stage of implementation. This happens when the goal and scope of the project are so long term and massive that the project doesn’t seem realistic. When deemed unrealistic, the overall end-value of that change is then lost in the drudgery of getting the solution done.
To embrace organizational change, we must learn to show consumers the “WANT” and then teach them to see “what’s in it for me” – in other words, make people want it. What’s interesting is that IT people have the same psychology towards change as other workers. So, in order to get to “want” stage, IT needs to believe … “is this change going to further the values of IT” OR is it going to have a negative effect?
Does the culture dictate the change? Yes. Where organizations struggle is when the narrative towards change is poor, and not documented. Motivated companies tend to exceed because participants are willing to work towards the goal. Controlled companies often fail to communicate the goal and focus on just the task towards the process. Ultimately unless employees are empowered in a change, the decision will fail. When a decision is driven by executives, the project has a better chance for success—because the involved executives are experiencing the same pain points in the process.
For additional thoughts... Working with People in ITSM migration - Slidseshare.net
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