Building AM/FM/GIS User Acceptance Through Communications
Setting up the face-to-face component of the communications program is a matter of
getting “plugged into” meetings that are held within the affected areas. Using the list of
target audiences identified in the communications program, the project spokesperson
should prioritize the list of audiences and begin to schedule meetings or ask to be
included on an existing meeting’s agenda. In today’s organization, time is a precious
commodity. Therefore, a project spokesperson should never go to a meeting unprepared,
and should always deliver substance.
There are also unique venues and opportunities to capitalize on the effectiveness of face-to-
face communications. These may include additional meetings that are generated by the
project or strategic corporate information sessions such as a “lunch and learn” program.
Lunch-and-learn programs can be highly effective in communicating information about
the technology to users as well as to non-users. During these sessions, employees can
learn about the technology’s benefits while viewing a demonstration. Lunch-and-learn
sessions tend to build excitement towards the technology on a corporate level. Using
every opportunity to make the technology and the project visible greatly reduces
employees’ fears and enhances the chances for success of the project.
The downside to face-to-face communication is that it is extremely demanding in terms
of time and emotions. The demand on time is self evident and can be easily measured in
dollars and cents. The drain on emotions is more subtle. Change and the fear of change
will bring out the best in some and the worst in others. Dealing with volatile human
emotions on a daily basis can be extremely difficult.
The second component of a balanced communications program is using printed materials.
Their value lies in allowing the project to leverage its presence throughout the company.
Where face-to-face communication is limited in the number of people reached at any
given moment, printed material enables the project to be in many places at the same time.
During times of change employees may feel a sense of security in
information they can “touch and hold.” Printed material gives the employee an
opportunity to review and absorb the information within their own time frame. It also can
be referenced at a later date to clarify questions that arise as the AM/FM/GIS project
progresses.
Another effective approach to using printed material is “project fact cards.” These
laminated cards contain basic facts about the project and the technology, such as the
history of the project, benefits of the technology to the individual and the organization,
logistics on the roll-out of application and background information on technology service
providers. These cards typically are handed out to front-line supervisors to help them
communicate facts about the project and selected applications. Using these cards
eliminates subjectivity and builds consistency in the information that is distributed to
those not close to the project’s day-to-day operations.
The risk of using printed material is that during the course of the project information is
constantly changing and employees may reference material that is no longer valid. It is
important to negate this risk by keeping employees abreast of the changes with the latest
information.
The third component of a balanced communications program is to use technical tools.
Examples of such tools include e-mail, voice mail, or a “hot line” for employees to call
and leave questions or concerns. These tools are highly effective in quickly distributing
information to many people. This is especially true for major changes in the project or
news “flashes” which need immediate distribution.
As with the other components of the communications program, it is necessary to identifi
and evaluate the different technological communications tools available in the
organization. The variety and sophistication of the tools will vary from organization to
organization and industry to industry. Once the tools have been identified and evaluated,
help from other areas of the company maybe required to establish their use. For instance,
the company’s Communications department may be called upon to set up a “hot line”
account.
A few of the tools may also require the project team or the spokesperson to enlist special
training to become proficient in the tools being used. If this is the case, then it may
indicate that the rest of the organization is unfamiliar with the tool, or lacks access to the
technology. For instance, remote sites may not have access to certain technologies such
as electronic mail.
Different phases of the AM./FM/GIS project will place different demands on each
component of the communications program. At times during the project, face-to-face
communication will be the predominant method of distributing information. At other
times some other component will be the preferred vehicle. Without a balanced
communications program, the project may suffer considerably if information is not
distributed using the most effective vehicles. With a balanced communications program,
valuable information can be distributed in a variety of ways as the demands and status of
the project dictate.
Challenges
One key challenge for any AM/FM/GIS project is that it may not be the “only game in
town,” and therefore may be competing for precious time with other projects. Since time
is a commodity that cannot be replaced, the chosen information media of the GIS project
should never waste an employee’s time. After all, when users perceive that information
coming from the project is less than substantial, the project and the project team lose
valuable credibility. The price tag for this error ultimately could be the loss of acceptance
of the technology by the users.
Another key challenge is the fact that most utilities have limited facilities for conducting
meetings, demonstrations, and workshops. Again, the GIS project will be competing with
other projects and existing meetings. Unfortunately, because the project plan is the driver
for when project information is distributed, the flexibility to schedule around the limited
facilities becomes a real challenge. Some tactful negotiating or alternative methods may
be necessary.
It is also challenging to differentiate between the target audiences’ “social” and
“technical” emotions. Social emotions are characterized by hurt feelings and, in some
instances, outright hostility. Technical emotions are more aligned with feelings of
inadequacy in relation to the new business environment. For example, a typical employee
has worked in the utility for many years and probably has experienced little or no change
during his or her career. Today, such employees are increasingly expected to accept and
adopt dramatic change at break-neck speed. They often feel as though they are literally
riding an emotional roller coaster. The objective of effective communications within the
project is to distinguish between types of emotions, be genuinely empathetic to
employees’ feelings, and avoid taking any attacks on the project personally.
Summary
Today as utilities become more adept in project organization, effective communications is
no longer an afterthought. Projects are resource intensive; no utility can afford to risk a
project with ineffective communications. After all, projects don’t fail because of the
technology, they fail because of the people issues. In the future, with GIS projects
implementing effective communications programs, fewer project managers will be
overheard saying, “it wasn’t a technology problem, it was a ‘people’ problem.”
