organizational communication optimization part 3Improving organizational communication via experience, sound evidence, and principle

What is the ERP organizational change evidence-based truth?  The answer, optimized organizational communication greatly advocates for success. All would agree that organizational communication optimization is crucial. Generally speaking as career ERP practitioners and on behalf of our field, through years of hard work and being “in the trenches”  there is a great deal of anecdotal experience, perspective, skill, and maybe a little art that is brought to our trade. This collective set of knowledge is invaluable. But what we also know through research is that perhaps bringing the application of sound proven principle to our trade is also a significant value.

Rousseau (2006) made a great statement on this point:  “Evidence-based management means translating principles based on best evidence into organizational practices. Through evidence-based management, practicing managers develop into experts who make organizational decisions informed by social science and organizational research—part of the zeitgeist moving professional decisions away from personal preference and unsystematic experience toward those based on the best available scientific evidence.” 

Carefully consider organizational communication alignment

Organizational communication is undeniably critical to any organizational change effort. But yet, not every organizational communication structure is conducive to successful ERP organizational change. During an ERP organizational change effort, the organization’s current communication channels, behaviors, patterns, and customs, including the stakeholder model and dynamics should be carefully considered. Formal communications should be consistent, frequent, and intentional.

Allow us to introduce you to the Kotter Eight-Step model

The Kotter Eight-Step model (by Dr. John Kotter) is one tool or option that could be most appropriate in addressing organizational communication gaps. This model articulates and emphasizes more some of the incredibly important factors behind successful change. Kotter’s Eight-Step model places great emphasis on the following concepts;  establish a sense of urgency, form a guiding coalition, create a vision, communicate the vision, empower others to act, consolidate improvements and produce more change, and institutionalize new approaches through culture. Kotter’s model is more focused on the importance of a transformational leadership style as well as and building and integrating new approaches within organizational culture. The Kotter model emphasizes the points of effective daily communication, effective communication, continuous effort, and adjustments that promote effective alignment and change. The eight-step model also emphasizes leadership because organizational leaders need to continue to support and endorse the change through communication optimization. Organizational communication optimization is a significant concept throughout the model.

Kotter Eight-Step model is a great model to learn from, reflect upon, and apply to ERP organizational change. We will be discussing more on this model in future posts. In the meantime, learn more here:

The Take-a-Way

ERP (Enterprise Resource Planning) organizational change is more successful with a particular emphasis on evidence-based practices. Anecdotal experiences and skills brought by ERP practitioners are invaluable, but there is a need to integrate proven principles into organizational communication. The essence of the article is to encourage a reflection of many ERP organizational change evidence-based truths (as identified in ERP organizational change research) that advocate for success of which one is optimized communication. The commitment to integrating evidence-based approaches into the realm of ERP organizational change supports optimal outcomes.  By incorporating these evidence-based truths, organizations can navigate change more effectively and promote communication optimization throughout the transformation process.

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