Tag: Christian Technology

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The Hard Side of Change Management

Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided  the subject.

My Way or the Highway

Major organisational change is profoundly difficult because the structure, culture, and routines of companies  often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of  organisations change.

What started out as a financial buzzword in the early nineties  has become fundamental business practice, with executives recognising the need to keep abreast  with the competition in a rapidly developing corporate new world.

Navigating  change

Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to  partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.

While a project team is important for success, a senior level advisor is invaluable and can work  with an organisations  leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:

1. Defining A  Strategy  

Executives should start by asking themselves  what exactly needs  changing and why? Organisational change directly affects all departments from entry level employees to senior management and  must be aligned to a  companies  strategy. Too many programs are heavy on the jargon and light on the substance.  Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.

In this situation the strategy for change needs to be re-aligned with the organisation and its goals.

An outside senior advisor with a unique perspective of the organisation will  play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money  on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship  between senior advisor and executive should therefore begin as early as possible in the process.

2. Coalition Building

Its important to give  people multiple opportunities to share concerns, ask questions, and offer ideas  and to make following up with answers and updates a top priority.  Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.

As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and  help to navigate the strategic and political interests in linking the change to the interest of multiple team members.

The more people are involved in the process, the fewer will  be acting as internal saboteurs.

Communication Is Key to Successful Change Management

3. Communication

Don’t confuse process visioning, planning and endless powerpoint presentations with communication.  

Change is uncomfortable, and adapting to change is messy. A  Gantt chart can not capture  the  hard side of  change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.

The importance of communication within an organisation around the change cannot be underestimated.     Executives often fall short on communication in two main  areas, not communicating the right message and not communicating it frequently enough across an  organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the  reality for an executive  is not the reality for another worker who may have lost a job because of a well intended change initiative.  A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.

Quantity Is Fine, but Quality and Consistency Are Crucial

4. Share  Relevant  Information Quickly

Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging.     “My way or the highway”  is often used, but is not an effective communication strategy.     Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.

A study by  Towers Watson  shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further  to  (53%) of middle managers and 40% of first-line supervisors understanding  reasons behind major organisational  change.

The forwarding and cascading of information does not work as  consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles.  As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change  agenda.

Only 25% of Change Management Initiatives Are Successful over the Long Term

Maintaining The Change

Many leaders and managers underestimate the length of time required by a change cycle. It is paramount  that as the  change effort reaches its completion that  leaders of the change recognise that the process does not end there.   The role of a Senior Advisor will be to guide them to the idea that work must be undertaken  to maintain the change over time. Maintaining change does not mean that an executive must own the initiative  forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits  and highlighting areas for future improvements.

The outside unbiased view is  that a Change Management Lead is crucial to the success of a change management program.

This article  provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation.  Please use it mindfully.

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Playing God: Swedish Train operator uses Big Data to ‘avoid train delays that haven’t happened yet’

In a sign of things to come, a Swedish train operator is using new technology that employs big data to predict the entire commuter train system two hours into the future.

Welcome to the world of “Big Data.” We have more information at our fingertips than any generation in history. We live in the world of “Big Data.” That is the new way people are trying to describe this sea of digital facts, figures, products, books, music, video, and much more. Twitter, apps, Facebook–they’re each giving science new ways to look at what people do and why.

“Hopes, fears, and ethical concerns relating to technology are as old as technology itself.”

We actually welcome some aspect of Big Data. These mysterious data successes (or accidental successes) are easy to see as a kind of Big Brother future, where technology can track your every move and report back to ”¦ someone. However, StockholmstÃ¥g, the train operator is using new technology that employs big data to predict train delays before they happen.

“The Commuter Prognosis –  A Social Scientist’s Dream Come True.”

The mathematic algorithm, called “The commuter prognosis” was  developed in Stockholm, Sweden.

When a train is not on time the algorithm forecasts disruptions in the entire network by using historic big data  to  prevent the ripple effects that actually causes most delays.
Wilhelm Landerholm the mathematician who has developed the algorithm said:

“We have built a prediction model, using big data, that lets us visualize the entire commuter train system two hours into the future. We can now forecast disruptions in our service and our traffic control center can prevent the ripple effects that actually cause most delays.”

The algorithm has been tested but is not currently being  used by traffic controllers.

How  does it work?

The key to the model is a large  amount of historical data. The model works similar to a seismograph, an instrument that measures and records details of earthquakes, such as force and duration, but instead identifies late train arrivals. When this happens, the system  uses historical data from previous occurrences to forecast the likely  impact on the entire train network.

Real-time public transportation information is already used around the globe, however, traffic control centers still typically assess  delays manually to try and prevent further problems in a network. The commuter prognosis system, on the other hand, will forecast these delay effects instantaneously  and provide a prediction of how a single or multiple  disturbance might  affect  the whole  train network. The  commuter prognosis system could change how traffic control centers operate all over the world.

“The Effects of One Delayed Train Can Quickly Multiply Within a Train Network”

Imagine that “The commuter prognosis” forecasts that a train will be 10 minutes late to station C in two hours. To deal with this the traffic control center issues a new train from station A that will arrive on time at station C. As soon as the new train has been put in motion the algorithm re-calculates and gives the traffic control center a new forecast for the entire train network within minutes.”

The most important benefit of “The commuter prognosis” is that it  provides for a more punctual public transportation.

“The commuter prognosis” will be available in a smartphone app based on the original model. The app will integrate with other transportation big data to make commuting easier and  will indicate which coaches are more or less crowded.

Big Data, Ethics, and Religion

These stories remind us that even though companies and governments are doing amazing things with data, it’s at best imperfect. The algorithms and programs they use to filter and respond to data are at least as fallible as the human beings who designed them.  We can also see its complexity and failures as evidence of the amazing omnipotence of our God – who doesn’t make errors and who knows right where to find us, even inside a great fish or the depths of hell.

The arrival of big data has already brought with it numerous questions that have yet to be properly addressed. These questions are methodological, epistemological, and ethical, and they concern (inter alia) the ways in which data is collected, stored, interpreted, represented, and traded.  A further complication is a speed with which data science is advancing, which means that (for example) the application of legal and ethical restrictions to the practice of that science will always risk being several steps behind the point that it has currently reached. There are indications that we are currently sleepwalking towards a situation in which the commercial exploitation of big data routinely increases social division, and renders privacy a thing of the past.

Ket factors

  • A mathematical model interprets big data to forecasts for each train in the train network.
  • The commuter prognosis can warn about delays two hours before the departure or arrival actually takes place.
  • The commuter prognosis calculates how the delay affects other trains in the system.
  • The purpose of “the commuter prognosis” is to make life easier for traffic control centers and to give passengers  a better service.
  • In the future, the algorithm will be potentially adaptable for more types of public transportations and cities.
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Manage Your Project More Effectively Now

There are a few who get project management right from the outset, but for many it’s a minefield. In theory, project management seems easy, but it’s not as straightforward as it seems. If you’re like the majority of people, you follow what seems like a simple project management process. You start by setting your budget, you choose the right people to join the team, and hope the project gets completed without too many hitches along the way.

But, realistically speaking, project management is nothing like this – it’s hardly ever so straightforward. Mistakes are made. You might choose the wrong people to complete the project. Your team might have no idea what’s expected of them or what the project goals are, or in some cases they might even receive conflicting information, which puts the whole project in jeopardy. Sometimes the scope of the project changes, and because of everything else that’s going on, your team is unable to fulfill the requirements and meet the project deadlines.

It happens, and you’ve got to be prepared for any situation while working together towards the common goal – successfully completing the project.  

Don’t throw in the towel just yet. It might seem daunting, but there are few surefire tricks of the trade which businesses and project managers can implement to better their chances of successfully completing a project on time and within budget.

1. Know the Project Details Well

Before starting, you need to create a thorough project scope that outlines every single thing. This then needs to be approved by every stakeholder involved.

Your scope needs to have as much detail as possible such as the short-term milestones, deliverable dates, and a budget outline. It makes sense really. The more detail it includes will improve your odds when it comes to completing the project successfully.

What’s more, you’ll also improve your relationship with your client throughout the whole project process from the beginning right through to the end. Of course every project will encounter a few changes along the way – this is the norm, but having a detailed plan will help you manage your client better when something is off course.

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Choose your Project Team Members and Size Wisely

2. Choose your Project Team Members and Size Wisely

Naturally, if you want your project to be a winner, you need the right people for the job, which includes having the right project manager on board. Keep your team as small as possible – size does matter; so don’t let anyone else tell you otherwise.

The smaller the team, the better the communication. It also eases the stress and takes the pressure off the project manager. With a smaller team made up of the right people, the project manager will be able to organise their group without losing sight of all the details and work that’s needed doing. So, if you really want to have an effective project, limit your group’s size and only use those people and their skills that can benefit the project.

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3. Highlight your Expectations from the Outset

You need to outline what you expect and what the client expects, which includes all the milestones, from the very beginning. Setting more milestones more frequently will allow you to follow the project’s progress more effectively. This way you’ll be able to jump on things quickly when they begin to go off scope, allowing you and your team to remain on target and on time.

Setting frequent milestones in a project will also allow you to review your spending and the investment thus far, which in turn will help you stay within the budget.

Milestones remove any ambiguity. They allow people to stay on target and there’s less risk of derailing the project.

Milestone setting should be a team effort. Everyone should be on board, so there won’t be any excuses later on down the line.

4. Does your Team Know what They’re Doing?  

It may sound like a given, but it’s really important to be crystal clear from the beginning regarding people’s roles in the project. In other words, you need to highlight who is responsible for what, and what their deadline or deadlines are.

Things can get complicated with many people working on the same task. Sometimes things get misinterpreted or lost in translation. Avoid anyone being confused by clearly stating who should do what right from start, and make sure you enforce accountability.

You don’t need to worry about manually managing such tasks, as there are plenty of easy-to-use online task management programmes that can do this for you, so embrace technology and ease your pressure.

You may think it’s a waste of time spelling it all out, but this ensures that the full scope of the project is understood, people are clear of their role and individual and collaborative timelines. This is the key to keeping people on task and motivated.

5. Stop Micromanaging

It’s important to constantly touch base with your team members. However, there’s a fine line between supporting them and breathing down their necks. Give them space instead of micromanaging. Empower your team, trust them, and you’ll get their best work.

6. Use a Reliable System to Manage the Project

Communication is key. Most people rely on emailing, but when it comes to managing a big project with a number of different people working on it, this can hinder the project’s progress. Constantly referring back to old emails and previous correspondence is only going to waste precious time. Use software that keeps everything in one place from communication to any project information and updates. This will save you and your team a lot of time and money.

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Motivate your Team

7. Motivate your Team

Everyone works better with positive reinforcement. Set milestones and reward when they’re reached. Your milestones will keep all people on track. Celebrate milestones together, but be sure to also recognise those who can’t meet them.

8. Frequent Short Meets to Stay on Track

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It’s a project with many people collaborating, so holding regular meetings is a must. This is the only way to ensure that everyone and the project are on track. But you need to keep it short and sweet. Don’t meet for the sake of meeting. Have an agenda and stick to it. If you’re doing your project virtually, it’s even more important to touch base on a regular basis, so keep those communication lines open.

People do tend to go on at times when given the floor, so give everyone a set time to speak and make sure you all stick to it.

9. Allow Time for Change

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No project ever runs 100% smoothly and specifications do change along the way. So to avoid the unnecessary stress and running around frantically, do some forward thinking, and set aside a certain amount of time for any changes in the scope – you’ll thank yourself for doing so in the end!

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When Technology Gets Too Smart?

We cannot quite know what will happen if a machine exceeds our own intelligence, so we can’t know if we’ll be infinitely helped by it, or ignored by it and sidelined, or conceivably destroyed by it.  — Stephen Hawking

Are we in love with how smart we are? Today, there are technology companies that have a much larger “cult following” than any religious organization. And there are millions upon millions of Americans that freely confess that they “believe in science” instead of God.

So what does this say about us? Does it say that we have discarded ancient “superstitions” and instead have embraced logic and reason?

Sadly, in most cases the truth is that we have simply traded one form of religion for another. Scientists and technology gurus have become most peoples new high priests, and most of us blindly follow whatever they tell us. But in the end, just like with so many   organizations, it is all about the money. Those with the money determine what the science is going to say, who the high priests are going to be, and what messages are conveyed to the public. For example, once upon a time the big tobacco companies had armies of doctors and scientists that swore up and down that smoking cigarettes was not harmful. In fact, many doctors and dentists in America once personally endorsed specific brands of cigarettes. Of course millions of Americans were getting sick and dying, but this was dismissed as “anecdotal evidence”. And over in Germany, “science” was once used to prove that the Germans were the master race.

We look back in horror now, but at the time the best “science” in the world was used as justification to promote some horrible untruths. And of course the same thing is happening today. We are told over and over that “the  science  is settled” regarding genetically-modified food, climate change and vaccine safety, and yet those of us that think for ourselves know that isn’t the case at all. But if you do not believe in the “official story”, you don’t get to be part of the “scientific establishment”. By definition, the only people that get to be “scientific experts” are the ones that embrace the “doctrine” of those that control the big corporations, that fund the research studies at the major universities and that own the big media outlets.

Everyone else is not permitted to be part of the discussion. (Story by Michael Snyder, republished from  EndOftheAmericanDream.com.)

 

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