This is a column Sibrenne Wagenaar and I have written for the management site. I thought it may be worthwhile to translate it. The translation is mine (with a begin by Google translate). We had written this for the change facilitators working in and with organizations on change. Many change processes fail because there is inadequate attention for the sub-public discourse.
Social mass media can play a role in connecting the general public discourse and the sub-public discours in organisations. Change management must improve and we see sociable media play a key role. The necessity for change as a business is barely disputed, but we observe that many organizational change tasks that are not successful.
Homan mentions in his book, Organization Dynamics (2005) that 70% of the change functions do not yield the desired result. The culture of connection that you can create using sociable mass media has powerful features that are supportive to change processes. Through sociable media you can easily get over silos and organizational limitations and focus on the issues that people feel interested in. Online silence is also an indication that people lack interest.Many change programs put the main emphasis on the formal aspect of change but without a new meaning in local neighborhoods there will never be any organizational change of the chemical.
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Homan identifies this as a ‘sub-public’ discourse. Employees may acknowledge at conferences but keep their own casual opinions that may not be expressed. At work they continue in the old way Back. There are little real movement and change as a result. An excellent facilitator knows both types of works and discourses to connect both. We believe social media can play a role because of the probability it provides employees to contribute their own opinion concerning interact with others.
Prepare for the change trajectory using an internet discussion to listen to how people perceive the need for change and utilize this to create a core team. Invite people who look after the cause or just people with different ideas and give them a job in the primary organizational team that will closely follow and become engaged through the trajectory.
This way you concentrate on creating a primary group predicated on involvement and intrinsic motivation, rather than by function. Where a good representation of most departments in the core are important remains. Focus on online connections rather distribution of (electronic) news letters during a change process. An internet or paper publication published to keep everyone educated Often.
With social mass media you may make this much more interactive. You have the mass media to run more quickly into connection with the true views of individuals: linking the sub-public and public discourse. A supervisor decided to be available every Friday on an internal channel called Yammer (Twitter-like something on which you can send short messages). Everyone in the business could immediately ask him questions which were responded. Thus, a completely different dialogue than the employees were used to.