Research has a great deal to offer ERP practitioners when it comes to organizational communication optimization.

ERP Communication Optimization: Why Does Research Matter to ERP Practitioners?

Research has a great deal to offer ERP practitioners when it comes to organizational communication optimization during ERP implementations (i.e. ERP communication optimization). Some industries, trades, and practices leverage applied research more than others. We all know that there are successful ERP projects, of course. We know that sometimes this success can also come with a higher than needed cost in terms of the organizational resources of time, money, and effort.  We also know from objective sound research that in our trade of ERP organizational change there can be many challenges, failures, and potential risks.

As in many other trades, ERP organizational change practitioners would benefit from leveraging organizational learning, case study, and applied research.  As critical as it is, experience is not the only tool that creates future success. Experience can vary greatly and be significantly impacted by organizational context, time, and outside influences. However, sound approaches and models based on proven principle apply across context.  In addition to experience, applied research, case study, sound principle, and sharing are significant tools for any organization. This perpetual learning is a competitive advantage and valuable asset for any organization or ERP change agent.

Principle Needs to Support ERP Communication Optimization Practice

It is not only a necessity to understand and provide practical insights, tangible tips, and best practices but it is also important as practitioners that these practical insights, tangible tips, and best practices are based on approaches and models established in sound principle. If not, they are bound to fail and may not apply across organizational contexts.

ERP organizational change needs to be approached in meaningful ways. That is, as in any trade or practice (especially organizational change) an approach not grounded and legitimized in sound principle is likely to struggle if not fail.  This is why the practical approach needs to be founded in principle when it comes to ERP organizational change.

A Practical Model for Effective ERP Communication Optimization

As discussed in our previous post, we consider the Kotter’s eight-step model (by Dr. John Kotter) providing great insight into the critical components to be considered for communication optimization. Significant variance in expectations, realities, and organizational diversity is a major contribution to organizational disconnects that would be addressed with more effective communication. And we would layer in, and emphasize, the idea from Lewis (2007) that organizations need to minimize negative politics. I would include addressing politics under Kotter’s “corporate culture” bucket. Politics can, in part, be addressed via optimized communication. Organizational stakeholder dynamics can be quite complex making effective organizational communication a key to any organizational change model and process. Being able to effectively communicate to and among each stakeholder strata as well as building effective communication and change within your organization via effective stakeholder communication is critical. As Lewis (2011) states, our connections and identities with stakeholder groups may have significant influence on how an employee views any given change initiative and whether or not that employee will support the change.  Lewis (2005) further explains that individual connections and influences have a profound influence on how any individual reacts to supporting a change effort. In other words, effective communication with and throughout all stakeholder groups can help minimize the impact of individuals reacting to change more as a “monkey see monkey do” response instead of through a clear understanding of the vision, value, and purpose of the change. The reality is that sometimes politics is a major factor. This notion is further highlighted by Hogan (2010) who forwards the work of Skinner (1939), Watson (1913), Barker (1968) by suggesting that most behavior was not determined “by individual-specific stimulus-response patterns but was instead guided by the norms and goals of specific settings”. It is important to recognize that identification with a specific group of stakeholders (and maybe politics) can influence an employee decision to support or resist a change.

Additional Resources

Additional resource highly recommended for ERP change practitioners wanting to learn more about organizational communication optimization:

Dr. Jack G. Nestell

Dr. Jack G. Nestell

Dr. Jack G. Nestell is a highly accomplished IT and ERP business advisor, author, and speaker with over 30 years of experience in leadership and implementation of ERP systems across various industries. He is the founding partner of Nestell & Associates, a management and strategy firm that specializes in organizational change, readiness, and ERP implementation. Dr. Nestell is also an accomplished academic researcher who has contributed to ERP research. With his practical expertise and academic knowledge, he provides innovative and proven solutions for his clients.

Article References

  • Lewis (2007) – Emphasizes the importance of minimizing negative politics within organizations.
  • Kotter’s eight-step model by Dr. John Kotter – Provides insight into critical components for communication optimization in organizational change.
  • Lewis (2011) – Discusses the significant influence of stakeholder groups’ connections and identities on employee perceptions and support for change initiatives.
  • Lewis (2005) – Explains how individual connections and influences profoundly impact employee reactions to supporting change efforts.
  • Hogan (2010) – Highlights the role of norms and goals of specific settings on behavior, referencing the work of Skinner (1939), Watson (1913), and Barker (1968).
 

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Examining the dynamics of organizational communication opens doors to endless possibilities. At Nestell & Associates, we’re driven by the synergy of shared knowledge and the pursuit of innovation. If you’re exploring the complex field of organizational change or have insights to contribute, we’re here to engage in a meaningful dialogue.

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