Organizations and managers constantly search for the optimal way to implement organizational changes. Considerable resources are invested in planning and executing changes, hoping they will succeed and bear fruit. This article proposes a way to utilize and leverage knowledge management systems, particularly the organizational portal, as a supporting tool in organizational change processes.
Many studies focus on the flow of information, knowledge, and internal organizational communication as crucial in creating successful change. Current literature in the field of accepting innovations and changes in organizations indicates that the success of change processes depends on the extent to which communication within the organization reduces uncertainty, risk, and complexity associated with changes and the adoption of innovations.
Empirical evidence suggests that providing organizational members with information is vital during organizational changes. For example, in one study that compiled a list of 900 factors affecting the failure of managerial changes, failure to share or provide information about the necessity of change for the organization was one of the decisive factors in failing change processes. Other studies point to the vital need for information to reduce anxiety accompanying change processes and to increase willingness to participate in the change process.
Evidence indicates that disseminating information, including the spread of knowledge, ideas, and facts, plays a crucial role in the organizational change process. Lack of details during change creates a rumor mill in the organization, which creates uncertainty, leading to resistance to the process among employees. Many researchers agree that providing accurate and up-to-date information is the remedy against rumors and uncertainty. When such information is unavailable, employees tend to receive information through rumors, and managers lose control over their content. Employees dealing with anxiety and uncertainty regarding critical issues may develop imaginary scenarios, which are sometimes more severe than the actual scenario, creating passive and active resistance to possible changes. Therefore, many researchers support the view that managers should provide information about the change, even if it is not yet complete and official, to prevent a loss of trust in management.
So, how can the organizational portal help?
Often, management "misses" the potential inherent in the organizational portal as a tool that can assist in managing the change process and providing information about the process that may facilitate it.
Here are some points to consider that can help advance the process:
In appropriate cases, it is advisable to dedicate a separate content area to the topic of change: Often, the organization reports on the change process on the homepage or disperses information about it in various content areas in the portal. It is advisable to dedicate a unique content area where all information will be concentrated and accessible to the user fully and at any time with one click.
Providing information on both the change process and its results: It is often easy and convenient to update and tell what the expected results of the change are ("The new organizational structure will unite the two departments, this will streamline work and lead to cost reduction"), but it is also worth paying attention and providing information regarding the change process, because high levels of anxiety and confusion may stem precisely from the lack of clarity about the implementation of the move and not about the expected results: how the change process is expected to be carried out, what are its implications for employees, how will the move be accompanied, and at what stage of implementation are we currently.
Sharing information even if it is incomplete: Management often does not "release information" before they have a complete and comprehensive picture of the process. Many studies show that the lack of clarity and uncertainty accompanying employees' feelings when no information is available is more significant than when partial information exists.
Using components that encourage two-way communication: It is advisable to use any tool that allows the employee to feel involved in the process: using a Q&A component that enables the employee to ask and consult, using a feedback box that allows responding and suggesting ideas, in some instances, a virtual survey can be conducted that takes into account employees' opinions regarding certain aspects of the change, publishing schedules of convening committees where employees are invited to join and express their opinion, etc.
These are, of course, just a few examples. Still, the primary importance lies in understanding that we have a tool that can significantly assist and accompany change processes - if only we use it wisely.
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