• Products
    • Demos
    • TaskMap Standard
    • TaskMap Pro
    • Capture for Excel
    • TaskMap Central
    • Upgrade
  • Downloads
    • Trials
    • Templates
    • Free Role List
  • Training
    • Self-paced Tutorials
    • Online Seminars
    • Calendar
  • Solutions
    • ITIL Suite
    • SOX Expert Suite
    • SPM Roadmap
    • Consulting
    • Process Conversion
    • Process Templates
  • BPM Blog
    • Process Mapping
    • Process Discovery
    • Process Analysis
    • Improvement
    • Change Management
    • Articles
  • Support
    • Product Support
    • TaskMap
    • FAQ's
    • Contact
    • Self-Paced Tutorials
  • About
    • Contact
    • Partners & Resellers
    • Background

  • About the BPM Blog
  • BPM Blog Sitemap

BPM Blog

BPM made simpler

« Realistic and achievable goals/objectives
Top 10 factors that can affect your project: Competent project team members »

BPM Barriers to success: Outcome impact on staff and organization buy in

Mar 8th, 2011 by TaskMap

Organization buy-in is listed as #4 on my top ten list, however maybe it should be Number 1. There are so many negatives associated with change an organization doesn’t believe or sign up to we could write a book on the topic.

How many times do you hear these problems about “so and so’s project” in the locker room, the water cooler, the break room. It’s very sad, and despite what management might think about “gossip” in the workplace, this is the release mechanism for many organizations to keep that keeps staff sane.

Getting the buy-in is not really about buy-in … it’s about believing in the project and the project having credibility. Once you have understanding and belief in the project, then more will follow enthusiastically. While we can see natural resistance to any change is maybe the first reaction, there is also pent up frustration in an organization about things being done inefficiently or poorly, particularly if that affects the person involved. If your project address those issues, expect support from the troops.

If the outcome of a project is going to impact staff members generally positively, more buy-in is likely, if you are going to lay them all off, don’t expect a lot of co-operation.

Here is my list of dos and don’ts for getting staff support:

  1. Describe in detail the personal benefits of the project in terms of work patterns and impact
    • Promotional opportunities
    • Improved job satisfaction
    • Removal of boring or repetitive tasks
    • Additional skills
    • Increased pay
  2. If job responsibilities are going to change as a result spell them out. Both positives and negatives
  3. Don’t avoid the tough issues that impact staff. Take them head on, otherwise you will be dealing with the rumors associated with them
  4. Where retraining will be involved, explain the process and who will be impacted

    Tags: belief, break room, credibility, frustration, gossip, job satisfaction, locker room, natural resistance, number 1, personal benefits, project address, promotional opportunities, release mechanism, repetitive tasks, staff members, staff support, top ten list, water cooler, work patterns

    Posted in Change Management, Process Improvement, Project Management

    Leave a Reply

    Click here to cancel reply.

    • Archives

      • March 2012 (1)
      • February 2012 (3)
      • January 2012 (4)
      • December 2011 (11)
      • November 2011 (16)
      • October 2011 (17)
      • September 2011 (20)
      • August 2011 (21)
      • July 2011 (21)
      • June 2011 (22)
      • May 2011 (22)
      • April 2011 (23)
      • March 2011 (26)
      • February 2011 (28)
      • January 2011 (31)
      • December 2010 (31)
      • November 2010 (20)
    • Recent Posts

      • Business Process Modeling
      • Education
      • The issue of organizational culture
      • A VERY SHORT HISTORY OF PROCESSES
      • Process Dashboards: Identifying and flagging risk levels
      • Process Dashboards: Analyzing timeframes
      • THE CASE FOR PROCESS DASHBOARDS
      • Is 2012 the year that version control finally takes hold?
      • How to listen carefully to your team–Reflective listening skills overview (Part 8)
      • How to listen carefully to your team–Reflective listening skills overview (Part 7)
      • How to listen carefully to your team–Reflective listening skills overview (Part 6)
      • How to listen carefully to your team–Reflective listening skills overview (Part 5)
      • How to listen carefully to your team–Reflective listening skills overview (Part 4)
      • How to listen carefully to your team–Reflective listening skills overview (Part 3)
      • How to listen carefully to your team–Reflective listening skills overview (Part 2)
      • How to listen carefully to your team–Reflective listening (Part 1)
      • TaskMap Update: version 4.0.5
      • BPM BLOG Summary for week ending 2 December 2011
      • The Tutorials are coming … the tutorials are coming
      • The psychology of spending and how it can help BPM ;-)
      • Happy Thanksgiving
      • BPM Blog–The need to refine
      • Processes as instruction tools
      • BPM Blog Weekly summary 11.18.2011 with video blog
      • Project and Processes (responses to the questions)
      • Projects and processes
      • Thinking things through
      • Happy 11.11.11 and BPM Blog summary
      • TaskMap Automated tutorial: TaskMap Capture for Excel
      • Customizing fields in TaskMap 4 Professional
      • Prioritization in your life
      • The need to refine
      • Happy Anniversary BPM Blog: A good first milestone
      • Training the trainers
      • Power
      • BPM Blog summary for week ending 28 October 2011
      • Customized process mapping
      • Agile methodology: The case for a blended Agile
      • Additional displays: Are they worth the money?
      • BPM Blog summary week ending 21 October 2011
      • Thoughts matter: How thoughts affect our actions in everyday life
      • BPM Summary of automated tutorials on the TaskMap menu
      • Automated tutorial—Save as process folder
      • Automated tutorial—Task Links and how to use them
      • Automated tutorial for Task Details
      • TaskMap Tutorial—Save as PowerPoint
      • Check my TaskMap
      • BPM Blog summary week ending 7 October 2011
      • Renumbering Tasks in TaskMap
      • Customizing roles names in TaskMap
      • Adding tasks to a Page–add task to page Dialog
      • How to add tasks to pages using the auto connect feature in TaskMap
      • BPM Blog Summary Week ending 30 September 2011
      • Towards Perfection
      • BPM in the Legal Profession
      • BPM BLOG SITE MAP
      • Rigor and our business processes
      • BPM Summary Week ending 23 September 2011. The Case for a Blended Agile
      • The Case for a Blended Agile: Part 4-Agile Stepping Stones Approach
      • The Case for a Blended Agile: Part 3-What a blended approach looks like
    • RSS Get the BPM RSS feed

    • Posts by category

      • Change Management
      • Compliance
      • Law Processes
      • Legal processes
      • Org Charts in Visio
      • Process Analysis
      • Process Discovery
      • Process Improvement
      • Process Mapping
      • Project Management
      • Uncategorized
    • Tags

      best practices bpm budget business analyst business process category change change management computing group dashboard decisions discovery discovery phase efficiency flowchart flowcharts goals and objectives governance harvard job management change management project map methodology mike cunningham milestones personality process documentation process improvement process mapping process maps project management project managers quality standards return on investment risk role names sox compliance target task library team members technorati time and money timeframe Visio willingness

    Home • Products • Downloads • Templates • BPM Blog • Training • Contact Us • SiteMap

    Copyright © Harvard Computing Group, Inc., 1994-2011. All Rights Reserved. TaskMap is a registered TradeMark of Harvard Computing Group.
    Harvard Computing Group, 225 Cedar Hill Street, Suite 200, Marlborough, MA, 01752, USA Tel: 978-800-4590