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Technology strategies for effecting and controlling change and helping people adapt to change.
Change management in construction is not about forcing employees to use the latest tools; it involves a comprehensive strategy to ensure that the transition is smooth, that employees are on board, and that these contemporary methods are successfully integrated into daily operations.
Before implementing any change, it’ s crucial to build a compelling case for why the change is necessary. This involves clearly communicating the benefits of the new technology or methodology, not just for the company, but also for individual employees. They need to understand how the change will make their work easier, safer, or more efficient, which will help reduce resistance and create a more positive attitude toward the transition.
Because successful change management also relies heavily on employee buy-in, it’ s important to engage employees early in the change process. Involving employees in the decision-making process, soliciting their feedback, and addressing their concerns can help to create a sense of ownership and commitment to the change. When employees feel that their voices are heard and their input is valued, they are more likely to embrace the tools or methods being introduced.
Ongoing training and support
When modern technologies or methodologies are introduced, employees need to be equipped with the necessary skills to use them effectively. This requires comprehensive training programs that not only cover the technical aspects of the tools but also explain how they fit into the overall workflow. A one-time training session is insufficient; ongoing support is needed, as it allows employees to seek help and resolve any issues that arise during the transition period.
Implementing change gradually, in phases rather than all at once, can help to minimize disruption and make the transition more manageable. This approach also provides an opportunity to evaluate the effectiveness of the change at each phase and make any necessary adjustments before progressing to the next stage. By breaking the change process into smaller, bite-sized chunks, companies can reduce the risk of overwhelming their employees.
It’ s essential to remember that change management is an ongoing process that doesn’ t end with the initial implementation. Continuously monitoring the progress of the change and gathering feedback from employees on how it is being received is an integral step. This feedback can be used to identify any issues or challenges and revise any elements of the change management strategy. By remaining flexible and responsive, companies can ensure that the change is fully integrated and that it delivers the desired outcomes.
Communication is a must
While all the above steps are integral to the change management process, clear, consistent communication is arguably the most vital. Companies need to establish communication channels that allow for the easy dissemination of information about the change, as well as a platform for employees to ask questions, express concerns, and provide feedback. Regular updates on the progress of the change, as well as open forums for discussion, can help to keep everyone informed and engaged throughout the process. ■
Peter L. Rowland www. smartpm. com
Peter L. Rowland is Vice President for SmartPM Technologies, a leading Schedule Controls™ software built for construction. By leveraging AI and machine learning, SmartPM delivers comprehensive insights, enabling clients to optimize project performance, mitigate risks, and ensure timely, cost-effective project completion. Follow Peter on LinkedIn at https:// www. linkedin. com / in / peter-rowland /
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