As a communicator, one of the most enlightening aspects of training for Accelerating Implementation Methodology (AIM) is the focus on mid-managers during change within a large organization. When they aren’t on board with a major change, they can truly represent a black hole. Many organizations have made the mistake of going this route (below): Executive […]Read more "The Black Hole in the Middle"
Let’s call it what it is – an interruption. In a corporate setting, sending announcements and other general communications to large groups via email adds to the load of email traffic flying around in thick torrents every day, especially for mid-level managers. When these are sent, the goal is to get the email with this […]Read more "Pushing Out Email Communications: Definitely an INTERRUPTION Tactic."
Underestimate the impact of an acquisition on the employees of the acquired organization at your own risk and peril. Just because an employee will continue to do their same job after integration, doesn’t mean that things don’t change in their work world. Often it’s dozens of things – their health & welfare benefits, retirement savings, […]Read more "Employee Integration After Acquisition – the Communications Factor"
To get employees on board during integration into a new organization, equip managers with information on the integration steps and ask them to discuss it with their staff/team. This is typically a very effective way to build awareness, depending on the organization’s culture. We prepare FAQs, Talking Points, and Timeline Overview tools to assist these core […]Read more "Communication Tactics and Tools as Employee Integration Begins"
During the whirlwind of changes that impact employees during integration (after an acquisition), it’s important to establish and promote a primary channel/vehicle for regular updates to core leaders, i.e. managers and above. My colleagues and I found that a common complaint is that there are too many discrete memo-announcements on individual HR and IT subjects […]Read more "Maintain a Reliable Channel for Updating Core Leaders (Managers and Above)"
About our Epic Implementation at Providence Health & Services: 27 hospitals (ranging from small rural hospitals to 700-plus-bed medical centers) and 350 clinics across five state are moving to a single-build Epic Electronic Health Record system (2012-2014). A seismic change to an organization or to its core operations is hard enough to accomplish, but from […]Read more "When the change initiative changes"
It’s true during process change (effecting staff) as well as organizational change that impacts management: it can be difficult for IT managers to fully embrace the communication part of the equation.Read more "IT Change Management Requires Good Communications"