Organization Change: Understanding How A Blueprint Can Make Streamline Operations Run Smoother
A primary aspect of Engineered Organizational Change or EOC is called the Blueprint. The blueprint deals with two broad pieces. The vision represents the overall direction the organization wants to take why changes should occur in the business. To steal from the theater if there were a script for the organization change it would be the blueprint.
The word vision is used only for lack of a better, less vacuous, term. 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. If a vision is being passed around in a bulleted list, it is almost certainly not a coherent strategy. When vision is used in engineered organizational change, it means a complete and specific strategy. As long as vision is not a hazy set of generalities, there is no reason it can’t work within the context of the blueprint.
The case for change is the general argument for why the change should happen. In most cases, it describes organizational benefits. This is the business case. It will, in most cases, handle explaining the incentives employees will take away from the change. This answers the question most workers will pose regarding proposed change, “What will I get out of it?” They just want to know that the extra work change represents is not going to be without some reward.
The blueprint is covers several objectives. It is there to develop and validate the change objectives. It enables the creation and affirmation of the 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. To deal with the problems inherent in the transition from one process to another, it commends the use of management walk-through sessions. It is a matter of course that individuals affected by the organization change will need to have those affects communicated to them.
The hallmarks of an effective blueprint are detail and clarity. 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. With a blueprint that has clarity and specificity, the transition from one process to another should occur more easily and with fewer snags.
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