This is a column Sibrenne Wagenaar and I’ve written for the management site. I thought it could be worthwhile to translate it. The translation is mine (with a begin by Google translate). We had written this for the recognizable change facilitators employed in and with organisations on change. Many change processes fail since there is little attention for the sub-public discourse too.
Social mass media can are likely involved in connecting the general public discourse and the sub-public discours in organisations. Change management must improve and we see interpersonal media play an integral role. The necessity for change as an organization is hardly disputed, but we discover that many organizational change projects that aren’t successful.
Homan mentions in his publication, Organization Dynamics (2005) that 70% of the change processes do not yield the desired result. The culture of connections which you can create using cultural press has powerful features that are supportive to change processes. Through interpersonal media you can easily get over silos and organisational boundaries and concentrate on the issues that individuals feel passionate about. Online silence is also an indication that people lack interest.. Many change programs put the primary focus on the formal side of change but with out a new meaning in local areas there will never be any organisational change of chemical.
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Homan identifies this as a ‘sub-public’ discourse. Employees might agree at conferences, but hold their own informal opinions which might not be expressed. Back at work they continue in the old way. There is certainly little real movement and change because of this. An excellent facilitator knows both types of discourses and works for connecting both. We believe social media can are likely involved because of the possibility it provides employees to contribute their own opinion as to interact with others.
Prepare for the change trajectory using an online discussion to listen to how people understand the need for change and utilize this to form a core team. Invite people who care for the cause, or simply people with different ideas and present them a job in the organizational primary team that will carefully follow and be engaged through the trajectory.
This way you concentrate on creating a core group predicated on participation and intrinsic motivation, rather than by function. In which a good representation of all departments in the core are essential remains. Concentrate on online discussion rather distribution of (electronic) notifications throughout a change process. An internet or paper newsletter published to keep everyone informed Often.
With social media you can make this much more interactive. You have the media to run quicker into contact with the true opinions of individuals: linking the sub-public and public discourse. A supervisor decided to be available every Friday on an interior channel called Yammer (a Twitter-like something on which you can send short messages). Everyone in the organization could ask him questions that have been solved immediately. Thus a completely different dialogue than the employees were used to.