Collective learning via social software
Sabine Stecher
Marketing-like approaches to internal communication during change processes rarely achieve the desired success. Typical forms of resistance against innovations can only be broken down if the staff feel that they are personally involved in the process, that their fears and questions are taken seriously, and if they can contribute ideas and suggestions of their own. Given the complexity of change processes today, these objectives seem out of reach with traditional measures.
"Practice 'how to fly' before taking-off"
Just take 2.0
A new wave of communication technology takes into account the need for involvement: social software – or as it is widely known, Web 2.0 applications, such as blogs, wikis and podcasts. Many employees already use this type of interactive media privately; the staff of tomorrow will regard them as standard. To what extent can organisations utilise these technologies in times of change?
As it turns out, social software can be used in mergers and acquisitions and in transformation processes. Plus, it requires little maintenance. Just take a look at some of its advantages: social software enables quick coordination between staff, the ease of briefing a wide number of participants in many different locations, continuous insight into the current status of discussions, and speedy documentation. If used correctly, social software, to some extent, in itself becomes a driver of change.
Paradigm shift in corporate communication
But there is more: Social software relieves the management and project management of mediating communication tasks. However, this will only succeed if an organisation decides to adopt co-creation and to accept different, and sometimes – gasp – critical views. This does not mean forgetting control mechanisms completely. The basic rules of workplace interaction – such as professionalism and respect – remain intact in informal communication formats. The business focus can also remain pronounced. However, not all staffs are familiar with Web 2.0 technologies. Established structures should also be used, such as publishing staff articles or creating a section for employee collaboration and interaction in the intranet. Keep in mind; a certain amount of time is needed before a critical mass of participants and contributions is reached.
Isn’t social software a bit risky?
Social software is no riskier than any other internal measures that reduce top management’s control over their staff. Working on the “internal is external” principle, communicators must prepare for situations in which critical information will reach the general public, where they will be picked up to serve all kinds of vested interests. Every company’s management has to decide for itself whether it believes that these risks offset the sustainable positive effects of a participatory culture and, specifically, the use of corresponding instruments.
A free-for-all it is not
The engagement approach and the introduction of social software do not mean that staff should be allowed to participate in everything. Rather, their creativity and involvement is put to good use and increases corporate value. This benefits both sides: the staff feels challenged and encouraged by sophisticated tasks; management control of complex change projects comes closer to the reality of corporate processes and is given greater backing. As a fundamental management philosophy, a switch towards staff engagement in itself means major changes across all levels of the company: the management shares power, the line managers must change their management behaviour, and the staff takes on responsibilities beyond their everyday tasks.