Look into My Staff List

To have as granular an analysis as possible, Dillard and Bettisstarted by examining SITI's organizational chart and breaking it downby department, group and individual, examining the impact of thechange based on the employees' jobs. Rather than simply filing theanalysis away, the change agents used the document as a foundation fortheir communications plan - referring to it before meetings or sendingout memos. As the project proceeded and the effect of Trust Domainbecame clear, the agents added stakeholders to the list and used theirfeedback to modify the communications plan.

For Dillard and Bettis that meant meeting with a manager on a weeklybasis or meeting with an individual employee to get internal feedback.The impact of the new standards varied. For some, it meant changingtheir passwords every month and making sure they had a screen saver ontheir desktop. For others, it meant changing the procedures forwriting code and taking new precautions when dialing into SITI'snetwork from a remote location.

To maintain contact with and solicit feedback from employees, thechange team held frequent focus groups and took time in weeklydepartment meetings for project discussions, where employees were morecomfortable talking about concerns and questions. The team also lookedto "unofficial" leaders in each department - the ones who spoke up mostat meetings and employees went to for guidance. Jones and Dillard hadlearned during the Y2K project that getting the buy-in from thosedepartment leaders was essential in bringing along the entiredepartment. The change agents met with the department champions forlunch on a monthly basis to keep their fingers on the pulse of theunit.