- recruit another raiding party - everybody likes praise for a job well done.
- Publish the success in the organization. This helps build an environment of change. More people will start to think that the organization actually is changing. It's not just upper management moving boxes around on an organizational chart.
- Congratulate yourself. This is the most important reason to celebrate - we should celebrate all the small (and large) achievements in our lives. There are not that many of them, and we need to get better at spending time being happy with what we do.
7. Start Over
If yousucceed in implementing a low hanging fruit in your organization, it's easy to get caught up in the moment and start to implement another. This is good, but you should set a target for how much change your organization can handle. Remember that change has a cost, andyou will not reap the benefits of a change if you don't allow it to become standard practice- and that takes time.
By now some of you might be thinking that this could be organized as a project. You are of course right, but don't do it. Projects tend to imply bureaucratic rules and involvement from management - it hampers the change process. The change process should be steered by you and the people around you who feel the pain in your organization. And always remember that rubber stamping a process as THE PROCESS that everyone should follow leads to stagnation.
If you think the process described in this article seems a bit ambitious for your environment, at least try to do one thing different in every project. It will make your life more fun and rewarding - you can change your own situation, it's your responsibility. Start by picking one of your low hanging fruit.
About the Authors
Hans Christian Alnaelig;s is Chief of Development in the department Syncronos at WM-data, where he leads the development of the market leading Time amp; Attended System WinTid in Norway. He has eight years of experience as a developer and project manager and shares his experience through courses and speaking at universities and seminars. He believes in a structured and analytic approach to his use of methods, uses the best from the best, and based on his experience makes them fit in regards to the people available and tasks to complete.