Andrew:
Some quick feedback. I believe the key lies in establishing a CONTINUAL
stream of incentives and consequences; your "warnings" just won't cut it.
Some ideas:
- make sure there's a clear benefit achieved every month or so;
management will get used to realizing these on a regular basis and be
hungry for their next "fix", and the project team will feel good about
delivering something tangeable on a regular basis that management appreciates
- make sure there are consequences to not keeping up with the plan; just
because a status report will be sent that says "we didn't do anything"
doesn't mean anyone will care - a lack of movement must bring some
consequence, else it makes clear that the project doesn't really matter to
its sponsors
- see if some incentive - the flip side to consequences - (e.g., bonus,
celebration, recognition, etc.) can be tied to each milestone achieved
Good luck...
Richard Brooks
At 09:27 AM 3/4/98 +1300, you wrote:
>
>
>Here is a problem that I suspect affects all organizations and many
>individuals. If you have some solution ideas, I believe many would welcome
>your input.
*SNIP*
>HERE IS THE PROBLEM:
>Even if the plan has been broken down into simple bite-size pieces, and
>everyone agrees to fully support it, this same problem is likely to occur.
>People will not continue to work the plan! Implementation looses impetus.
>They start in high spirits with lots of enthusiasm, but over the next few
>months, they are likely to drift off course. Many are easily distracted off
>a business development path. If a mini or major crises occurs, all attention
>goes to the crisis event. Then when the crises ebbs, the strategy focus gets
>diminished. If left unchecked, progress will likely halt.
*SNIP*
----------
Richard S. Brooks, Ph.D. voice: (650) 725-7287
Director, Business Process Improvement fax: (650) 723-1137
P.O. Box 8124
Stanford University
Stanford, CA 94305-8124 email:
Richard.Brooks@stanford.edu