Proliferating Change
In previous articles, we discussed how to garner and coalesce great ideas as Step One – Generating Ideas. Then we defined a plan to test the idea in a measured way. Step Two – Proof of Concept. After that we press it into the real world in a small Step Three – Pilot. Now we move to Step Four—the embrace and extend period—Proliferation. The Push!
Step Four – Proliferation
After you have successfully gone through the first three steps you may start thinking that your job is done. You have proven that the idea is great, worked out the kinks, and just need to throw out the product and watch people gobble it up. That may not be the case. In fact, I have found that most times the final phase is the toughest… getting people to change the way they work and embrace the new. Having been down this road many times, I have seen a two-pronged process works well. It is a combination of pushing and pulling.
Push, Push, Push
You can start the proliferation of tools or ideas by defining a plan to push out the change. This portion of the proliferation is a push because you are pushing a change onto people. This is the typical place to start. You select a process and location for the push to start and you roll out the software or modification to workflow to a larger swatch of staffers. It might be an overnight automatic update, or a one-by-one install. It does not matter how it is done, as long as it is managed well.
Managing change means that you pay attention to the people involved and help them embrace the new. It does not stop at the install—it moves into workflow, project schedules, and more. Timing is often critical to success. Find a time when you will NOT impact projects or production. It may be a time between projects, after a major milestone, before a large design effort starts, or other gaps. You may be able to roll out to the entire organization, or divide it into smaller parts and move based on department schedules or staff downtime.
Don’t Forget
Don’t forget the training portion of the effort. You can train prior to the push or even during it. Some have pulled staff off the floor and into a one-hour training session while IT installed the upgrade. Then when staff went back, the new software was in place. Others have installed software next to the existing and let staff move when they wanted. Don’t forget the entire team. If you are working with teams or project groups, move the entire team at once. Don’t forget outsiders. If there are consultants using your files, inform them of the change if it will impact them.
Pull, Pull, Pull
The other side of the push is the pull. Pulling means that you may wait until staff is asking for the upgrade/change. You do not push the change on them, you wait for them to pull. Some tools and processes are optional. Staff can use them if they want, but at the time they are provided, it is optional to use them. These are prime for a Pull process. Even when tools are required, you can use the Pull method of deployment.
Optional tools will expand within the firm based on users encouraging their use. Some of these may include online chat tools, messaging options, add-on utilities, and more. They enhance the work process, but are not required for production. They can be used or not. You may think they are great additions to the tool belt, but others may not want to modify their workflow. These will expand organically when staff pulls them into their work efforts.
Required tools can still have a Pull method of deployment used. You can let early adopters gain some momentum by having them ask for the tool when they hear it is available. This generates a little “me too” kind of pull as others think they are being left out. Second-level adopters can then demonstrate that the tool goes beyond the “super user” staff and should be used by everyone.
Another Pull method is to roll it out to a project team. It is like a Pilot Plus. This new team can sing the praises of the new methods (hopefully) and others will want to use it on their project. When project teams reform and team members are scattered, they take the expertise with them into the next project and “pull” others along.
Whether push or pull, the propagation of your next enhancement, upgrade, new tool, or change in process can benefit from a well-managed understanding that the tool needs to be escorted into your workflow and not just tossed over the wall.
Tying it all together
Through it all, you should be painting a word picture of what the future looks like after the embrace has been completed. Don’t just let the message languish and the successes go unnoticed. Don’t let the troubles fester and derail your efforts. Open, honest communication surrounding what works and what does not will help you make progress.
Having a few milestones that have been defined might help. When you pass them, celebrate. Having some defined quantities of staff trained, tools installed, projects completed, etc. and sharing with the firm when they have been achieved will remind others that they change is good.
Obviously, much more planning and task definition goes along with a proper rollout of new software, upgrades or process change. This is the tip of the iceberg in making a challenging effort easier on all parties. But taking the four main steps: Ideation, Proof of Concept, Pilot, and Proliferation and expanding on them can assist.
