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Information Management Information Management July/August 2016 : Page 36

MANAGEMENT WISE 3 Keys to Managing Change Melissa G. Dederer, IGP, CRM, and Aaron Swan for a Successful RIM Program Implementation W hether implementing a new program, software application, or process, or simply modifying some-thing that is already in place, it is the execution of the change management process that will determine whether users adopt the change and the ini-tiative can succeed. But, it can be a daunting task to get all those who will be affected by the change to under-stand how it will benefit them – from the C-level all the way down to the entry level and including contractors and third-party service providers. This article discusses the three change management elements nec-essary for the successful implemen-tation of a records and information management (RIM) program: 1. Ensuring that the power employ-ees, who are the owners, execu-tives, and managers, understand and buy into the need for the program 2. Engaging and addressing the concerns of knowledge workers, who are those whose jobs primar-ily involve creating, distributing, or applying knowledge, according to the knowledge management expert Thomas H. Davenport 3. Respecting the inevitability of natural human behavior Selling Change to Power Employees RIM professionals understand that there is a real risk to not imple-menting a RIM program, as minimiz-ing risk is at the core of what they do. Yet, power employees often fail to see the risk and, consequently, to recognize the value such a program 36 JULY/AUGUST 2016 INFORMATIONMANAGEMENT

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