Business projects, government programs, and social activities. We make plans and projections for the activities we are going to undertake. Yet, when we actually implement the programs, all too often, the results don’t turn out as well as we had planned. Why not?
I had a client, for example, that employed a dedicated staff to provide IT support services to the company’s employees. However, the company discovered that employees were by-passing the IT staff and, instead, using knowledgeable co-workers to help with their IT problems. The time the helpful co-workers were spending on IT issues was eating into the time the helpers should have been spending on their company-assigned tasks. In this case, the company implemented a program — the provision of dedicated IT services — but employees responded to the program in an unexpected way: rather than using the dedicated staff to solve their problems, employees were turning to other coworkers. The unexpected responses of employees ended up derailing the effectiveness of the company's program for providing dedicated IT service.
Business projects, government programs, and social activities are all undertaken in social environments. They involve people. People act, react, and respond to one another’s actions and to changes in the environment. And people can act, react, and respond in “unexpected” ways. There’s a good chance that if your program did not play out as planned, it’s because you didn’t anticipate actions, reactions, or responses that people would take within the new environment.Write comment (0 Comments)