One of the main components of Engineered Organizational Change or EOC is called the Blueprint. The blueprint is made up of two general areas. The first is vision or the overall direction the organization wants to take. The second is the case for change or the reasons why the change should happen. To import a theater term, the blueprint can be thought of as the script for desired organization change.
Vision is a problematic term for many people because it is nebulous. It brings to mind stories of cloudy hallucinogenic experiences. In addition, when discussing vision in relation to organization change it is often dealt with as list of generalities. While bullet point lists are a great tool for summing up key points, they are not effective for communicating a complete plan of action. In EOC, the term is referring to a rich and detailed description of how the organization will operate after the change is complete. If used this way, a vision fits in nicely with the idea of a blueprint.
The case for change is the general argument for why the change should happen. It typically discusses the benefits to the organization. This is the business case. In other words, how will this change streamline operations or profit the organization in some way. Generally it also will cover the benefits individuals can expect from the organization change. The acronym WIIFM, or what’s in it for me, is usually applied to this discussion of individual benefits. While most people would like to see the company they work for do well, when it comes down to it they are self-interested. If they are being asked to undergo a process of change, they want to feel that they are going to get something for their trouble.
The blueprint is intended to do several things. It is there to develop and validate the change objectives. It is used to develop and validate the overall case for change. Having created a case for change, the blueprint is also meant to communicate the case for change to everyone involved in the organization change. The use of management work-through sessions to discuss the transition process is a key feature. Of course, it is meant to communicate the expected impact to the individuals that will be affected by the organization change.
The blueprint, or script, is meant to be a very specific and detailed thing. It should encompass vision and the case for change. It should also effectively handle change objectives, communicate the case for change, encourage management work-through sessions, and communicate the projected impacts to individuals as a result of the organization change. By developing a blueprint that is specific and complete, it will result in a much cleaner and faster and less confused transition process.
For more information, please see our website: Organization Change
Posted by loydcampbell1741
at 11:09 PM EST
