understand that others have not had the benefit of their
immersion in the project.
An organization implementing a new radio network
did not take into account high staff turnover and failed
to plan for training on the new network during the
roll out. As a result, a significant number of staff were
unable to communicate effectively on the network,
endangering their own lives and the lives of others.
Eventually, training was scheduled. Unfortunately the
organization saw this as an opportunity to train all
staff on all aspects of the radio network, rather than
just focusing on the tasks relating to the upgrade.
Poorly-scoped technology upgrades that do not take
training of new and existing technology user groups
into account, can jeopardize the projected return on
investment for the new technology. It is vital to carefully
tailor and manage training for any technology upgrade.
Training must be role-specific and relevant, focus on
the changes and upgrades only, repeated frequently and
account for individual learning styles, whether classroom and hands-on style.
Identifying and understanding the user requirements
will indicate knowledge gaps that require further
education and training. It can be challenging for
decision makers to fully identify training needs, and to
Users suffered information overload and a subsequent
lack of confidence in their ability to adopt the change
further impacted on the project success.
A poorly executed plan can have as much impact as
an inadequate (or non-existent) one. Failure to plan
for and execute appropriate change management can
be extremely damaging to the project success and can
damage the capacity and capability of the organization
to meet their next change challenge.
Conversely, well-executed change management supports
the growth of change resilience within your organization,
ensuring everyone involved will adapt successfully to an
environment of frequent change.
EVERETT ROGERS - DIFFUSION OF INNOVATIONS 1962
Technology Adoption Curve
2.5% 13.5% 34% 34% 16%
EARLY ADOPTERS INNOVATORS LATE MAJORITY