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Beyond education: winning hearts and minds.
1Oliver Wight International, New London, NH, USA.
Hospital Materiel Management Quarterly
|January 7, 1998
Summary
Implementing a new operating system requires more than logic; it demands addressing employee resistance to change. This guide offers a process to motivate behavior change by focusing on both technology and the people involved.
Area of Science:
- Organizational Behavior
- Change Management
- Human Resources
Background:
- Organizations often face resistance when replacing informal operating systems due to familiarity with old methods and fear of the unknown.
- A purely logical approach to implementing new systems is insufficient for successful adoption.
- Employee buy-in and emotional acceptance are critical for managing substantial organizational change.
Purpose of the Study:
- To present a structured, step-by-step process for motivating behavior change during the implementation of a new operating system.
- To provide a set of rules and a success test to guide the change management process.
- To emphasize the importance of considering the human element alongside technological aspects.
Main Methods:
- A systematic, phased approach to change implementation.
- Development of specific guidelines and motivational strategies.
- Integration of human-centered principles into the technology adoption framework.
Main Results:
- A clear process for overcoming employee reluctance and fostering acceptance of new operating systems.
- Strategies to address the psychological barriers associated with change.
- A framework that balances technological requirements with employee needs and behaviors.
Conclusions:
- Successful implementation of new operating systems hinges on effectively managing employee behavior and attitudes.
- Motivating change requires a dual focus on technology and the people who will use it.
- Addressing the 'hearts and minds' of employees is as crucial as the technical aspects of system replacement.