101: Introducing new technology
We don't imagine there's an employee anywhere who looks forward to the introduction of a new computer system. Even those who understand the reasons behind the switch will likely not look forward to the learning curve, workflow disruptions and the general hassle of the process. Here are three ways to make technology changes more streamlined — and less stressful — for all involved:
Do complete internal marketing. “Many implementation efforts fail because someone underestimated the scope or importance of such preparation,” Dorothy Leonard-Barton and William A. Kraus write in an article at HBR.org. It's a mistake to dump abundant resources into just the purchase or development of new technology without focusing on the “buy in” aspect of implementation. It should be internal marketing — not selling — “with research on user needs and preferences,” the authors point out.
Know the keys to worker acceptance. Jayne Cravens, in an article at CoyoteCommunications.com, lists reasons staff members are more likely to get behind a new system. They include: the system's user-friendliness; commitment by management to support workers during the transition; training and practice; and the welcoming of questions or concerns by management. Users' attitudes should also be considered. Cravens writes, “Refusal to use new technology comes from factors that have nothing to do with technology and everything to do with unresolved staff performance issues or already-existing … management conflicts.”
Do a final, collaborative evaluation after the system is up and running, Bert Markgraf says in an article at SmallBusiness.Chron.com. Seek and find real or perceived problems. The added effort to deal with concerns and smooth integration of new technology "motivates employees and improves company performance,” he writes.
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