A primary aspect of Engineered Organizational Change or EOC is called the Blueprint. The blueprint deals with two general areas. The vision represents . why changes should occur in the business. To steal from the theater the blueprint can be thought of as the script for desired organization change.
Vision is a problematic term for many people because it is nebulous. It evokes imagery of hippies dropping acid. In addition, when discussing vision in relation to organization change it is often dealt with as list of generalities. While bullet point lists are a great tool for summing up key points, they are not effective for communicating a complete plan of action. When vision is used in engineered organizational change, it means a complete and specific strategy. Assuming the term is read this way it can work very well with the blueprint..
The case for change is the general argument for why the change should happen. In most cases, it describes organizational benefits. Another way to think of it is that this answers the inevitable question of, “Why should this happen?” It will typically cover what benefits individual workers will receive. This is often referred to as the what’s-in-it-for-me section. They want to know that the change is not just about making executives more money with nothing for them.
The blueprint is covers several objectives. It promotes developing wanted outcomes and their validation It promotes the development of a case for change and its subsequent validation. It sets the objective of communicating the case for change to relevant parties. The use of management work-through sessions to discuss the transition process is a key feature. Naturally, the communication of the impact the organization change will have on workers needs to be handled.
The hallmarks of an effective blueprint are detail and clarity. Vision should be discussed, as well as the case for change. The blueprint should cover the goals for the initiative, the case for change, promote management walk-throughs, and communicate individual effects due to organization change. The process of transition can be more expertly accomplished by employing a well developed blueprint.
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