Blind spots in thinking are often not reckoned. Bringing in new blood from different fields can make these blind spots clear shining light sources hurting your eyes. Group think can only be killed if something does not think like the group and new resources can function as such. This does not mean that automatically new strategic thinking is introduced though. New resources must have the insights, experience and knowledge of the proper strategic theories and stories to be able to analyse the current strategic position and possibilities of the organization in question and change strategic elements conform inner and outer characteristics. Also team development is key to create the proper strategic group capable of directing an organizational strategy. New blood for strategic choices concerning Sharepoint can be helpfull. But when this new blood doesn't know what it is talking about, it will be a useless and costly transfusion with money down the well known drain (Janis, 1982; Tuckman, 1961; Warren, 2002).
Rigid cognitive maps can be the essence of a lack of innovative and creative strategic changes and formulations. Mintzberg (1996) calls the conception of novel strategy a creative process and I think this is also the case when adding change to existing short and long term strategies. Creativity and thinking outside the box is the foundation of innovation if this creative thinking enters the active phase of applicability of thoughts. Change, being it creative, innovative or rational planned will have a better chance of survival when embedded in a clear and constantly communicated vision till it becomes part of the organizations culture and “the way we do things around here” It is a well known fact that lots of things needs to be done before Sharepoint becomes part of the way we do things around here. That is true for the strategic minded people, as well for the tactical forces, the users and let us not forget the developers and engineers. For all these layers there exist cognitive maps and mental models and they need to be adjusted to the new environment or else Sharepoint will be used, implemented and strategically positioned with the wrong mindset and again: thats heading towards big financial and strategic dissapointments(Holbeche, 2006; Senior, 2006; Mintzberg, 1996; Kotter, 1996).
This communication of vision, strategy and the need for change must become the force behind the actual implementation of different behavior and strategic choices or else indeed what will happen is: people talk about change, people want change, people reckon that change is needed….but nothing happens. Something must act as the force behind actual implementation of different behavior backing up the needed change. That’s where strategic leadership comes into play. Mintzberg (1996) talks about intended, deliberate and realized strategy and this is also true for change and vision. There’s the intention for change and vision, there’s deliberate vision and change and there’s the actual realized vision and change. What will be the glue and what will make the construction package of them applicable and turn it into static implemented structures and patterns? In a later blog and all around the internet we can and will see that governence can be an important element of that glue. But also for governence some force must be in place to keep it alive, in place and used properly at the right moments or else even governence won't be it (Mintzberg, 1996).
I agree upon Lewins (1947) forcefield concerning the management of change, strategy and mental models, because indeed these elements all play a role in that model and without proper management of these different pieces of the total (strategic) change, it will not enter the stage of conscious and unconscious behavior and thoughts. Especially the transition from conscious to unconscious use of changed strategy and vision will be an indication that it became part of the organizational culture and the way they do things around there. And it is an interesting road to make Sharepoint a part of this unconsciousness of the organization. Realistic attention is needed and we need to put our money and thoughts where our mouth is when we talk about Sharepoint or else it will be a useless and costly babbletalk (Holbeche, 2006; Senior, 2006; Kotter, 1996).
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