The danger of email

Deployment is more difficult than 'just do it'
PostedApril 16, 2014, in  Step 4: continuous improvement
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According to the famous psychiatrist Carl Jung self-knowledge 'the utmost possible knowledge'. This statement is motivated by the idea that real self-knowledge is difficult to achieve. But fortunately there is RADAR, a practical tool for organisations on their journey to excellence. RADAR not only useful to evaluate and identify improvement areas, but also relevant when becoming practical with the approach and its deployment. This does however require some care and attention ...

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Source: Atos
 

Mass communication

We live in an age of mass communication. Technology offers many options to quickly reach large groups. For communicating changes, in particular e-mail continuous to be popular. In 1971 the first e-mail was sent, but only from 1995 email grew into one of the most important means of business communication. But that success also has a downside ...

Information avalanche

An overflowing inbox, who is not familiar with that? Newsletters, promotions, satisfaction surveys, announcements, updates, meeting requests or reminders: e-mailboxes receive many dozens of emails daily. An avalanche of information that generally leads to scanning selectively and only sporadically reading anything. This is all but a good basis for change. 

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Source: Atos
  

Do not send that email

Implementation is about ‘change’, or ‘the process to become different’. So, a behaviour change and that is not really easy to achieve with an email. Not withstanding all good intentions, do not send that email on the adjusted performance review process or changed customer registration system, because this simply may not be an effective way to do this.

Targeted action

But how to do it then? RADAR emphasizes the importance of action. So: just do it. But based on a clear plan: who is responsible for the implementation, who are involved, what (communication) tools should be used and within which timeframe? But first be clear the follow-up: when is the implementation completed correctly? How are the results measured? What criteria are used? In short, when will you have successfully addressed an area for improvement?

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Source: Wikipedia, PDCA
 

Be human

Many people do not like change. But people do like to be involved. So: do that! Involve stakeholders during the implementation-planning phase. Simply ask how they see the implementation for themselves. Organise workshops, presentations and seminars and enter into a dialogue on the subject. Show that you take them seriously, as that is the way to their support and without that any attempt to improve is doomed to fail. Stakeholders are just like humans. Treat them as such.

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PostedApril 16, 2014, in Step 4: continuous improvement
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