(2003) the puzzle of technology: closing the gap between promise and reality
DESCRIPTION
(April 2003) Presentation on how one can successfully plan and implement new processes and organizational change. Northwest College (Wyoming) and its experience of researching an institutional Web identity served as a backdrop for this presentation.TRANSCRIPT
The Puzzle of Technology:Closing the Gap Between Promise and Reality
Devendra ShrikhandeWeb Manager
Northwest College
Discuss opinions gleaned from Northwest College’s
experience in Web presence redesign
The nuts and bolts of delivering change
The small type i.e. disclaimer
For a complex issue not all solutions are universal
Universal Rule: Edit and Adapt!
Apples, Oranges and Shoes
Name the 800 lb. invisible gorilla in every organization
Organizational Culture
Written and unwritten rules that shape and reflect the way an organization operates.
Invisible: No one addresses it directlyGorilla : Shapes processes and therefore results
The Nonprofit Good Practice Guidehttp://www.nonprofitbasics.org/
Northwest College
2-year school with a residential campus Student body of around 1,700 (FTE 1100) Located in Northwest Wyoming (rural area) Strong tradition of transferring students to 4-year schools
Advantage: NWC can shape itselfDisadvantage: Stagnancy
The Web Site
1999 First version. Outsourced to a vendor 2001 Moved in-house with faculty as developer Many parties involved in the Web presence WebCT, Datatel, individual program servers
Develop and maintain a Web presencethat accurately represents the institution
and helps deliver institutional goals.
All this by an Army of one.
The Candidate
Background in Engineering-Communications-Business
Suggested Solution
Go dynamic! Introduce database driven applications
Organizational Culture
Written and unwritten rules that shape and reflect the way an organization really operates.
Important to understand to audit current processes.
Northwest Site Survey
The Good Sufficient informational breadth - no obvious gaps Some staff had developed basic familiarity with Web processes
The Bad With processes in place established culture And therefore habits would need to change Web site is the caboose in the communication chain
The UglyStatic = a monster to maintain Site Structure, content replicated the institutional approachOld URL: http://nwc.cc.wy.us/general/welcome.htm
Importance of culture and self-understanding.
Web presence is not a static identity but a culmination of organizational processes.
Your background shapes your approach.
No comprehensive presence of database-driven applications
Therefore college needs to understand it faceswholesale change and a learning curve
Useful Principles
1. Successful participation across organizational layers2. Fit3. Project Planning4. Creating a process structure- Policy5. (Some) resistance is inevitable6. Relationship Development7. Project Implementation (Multi-task)8. Split focus9. Ownership10. Training11. Follow Up12. Change Indicators
1- The cross-currents of success
Strategic Success starts from the top downOperational Success flows the other way
NWC: Administration participates in policy, frontline assists application design
2- Fit is important.“If it doesn’t fit – they will quit!”
Applications that do not fit institutional operational processes are ignoredIf unused, resource value is lost
Monday Morning/Friday Afternoon rule: easy to use.
NWC: Online Staff Directory: Adjunct Faculty and Instruction office will be introduced in Staff Directory version 2.0
3- Project Planning
Audience Focus vs. Organizational structure
Result Audience focus
Process for Result Respect Institutional structure
NWC: Check with Divisions to determine who is responsible before assigning tasks. Keep appropriate levels within the Division informed of task assignments.
4- Web Management Policies & Processes
More than a do’s & don’ts documentUnderstand Relationships and Engage Administration
NWC: 3 Sections-1- Web Components2- Web Participants3- Web Processes http://www.northwestcollege.edu/Intranet/admin.cfm
5- Resistance might not be futile But neither is it totally avoidable
The Borg can dominate and force change, we cannotThe enemy is Resistance not the people.
Resistance is usually based on:1- Adding to the work load2- Need to learn something new3- Attitude
Understand the real processLearn the what, how and why of their activityBring them into the development process
NWC: Met with the phone operator for the directory, applications assistant for the online application process
6- Building Relationships Engaging Frontline Staff reduces resistance
Photography: Identify with the subjectsSame with the Web.
7- Implementing your projects
Multi-task across priorities/institution
People-Projects move at different speeds.
NWC: Started discussions and parameter alignments for online applications well before the staff directory was launched. At that time started relationship development within Instructional area. Now onto scholarship staff and residential life…
8- Maintain a split-focus
Address the immediate with an eye on the future
Sequence projects to build on each other
NWC: Delivered online staff directory, foundation for intranet administrationWill introduce adjunct faculty listing now that online directory is a part of the process
9- Build ownership on the site
Creating owners delivers champions
Consider this internal viral marketing
NWC: Recognize cross-functional participation and always mention others involved and future administrators within internal launch alerts
10- Training
Tough as we are not professional trainersProject is “completed”, focus is on next project
Training important as it instills confidenceStarts when you involve them in the design process
NWC: Conduct the training at their station. If appropriate also deliver some helpful tips that help make it even easier using the web (bookmark, opening another window, etc.)
11- Follow up
Maintain communication after launch, fix bugs and develop upgrade list
Follow up exemplifies commitment
NWC: Modified email alert of the online application to deliver additional information and additional staff accommodate for change.
12- Change Indicators
Tools that send subtle signals of change
They help people adjust thought processes, change habits and adapt
NWC: Creating a Lexicon http://www.northwestcollege.edu/lexicon/
In Summation
o Understand Yourself- Organizational Cultureo Fit is important and delivers true value for changeo Seek to understand processes before you change themo Build relationships, involve across the organizationo Balance short term needs with long term priorities
