Blockchain Integration – Psychological Barriers

The integration of Blockchain services might also raise psychological barriers because these services are being delivered distributed and not from a centrally controlled department or institution. Thus impossible to fully control. Thus, “Managers might refuse to integrate Blockchain services since these have not been invented within their organization. And since they cannot be fully controlled within their organization. This behavior is called the not invented here syndrome”.

There are some tools which might help the leadership team to overcome such an issue. I personally like the 4 stages model:

 

  1. Leave the “contentment room”
    • Before the introduction of a technology like Blockchain, the leadership team could stage a crisis or create new contacts (connections).
  2. Work through the “denial room”
    • “Change happens often in the IT world. Most IT employees already experienced large change projects with were announced to be ‘super large’, which should ‘completely change everything, make everything easier and better’ and which literally would ‘guide to a new world’. But then, as time went by, the change had a minor of even no impact on the employee’s positions. Thus, they somehow got used to it and deny any further change announcement.”
    • A successful leadership team needs to communicate the change differently to different levels. If they communicate the strategic goal to the employee level, they will fail. The need to communicate to the employees, what will change on the employee level. “Employees will accept any strategic change, since they are not directly affected. On the other hand, employees show low change tolerance on the workplace level, since they are highly affected.”

 

  1. Escape the “confusion room”
    • Leaders must enable communication and networking which could be achieved by using social media tools internally. “Enterprise 2.0 tools for example are actually very wanted at different organizations. The employees, especially the younger, do want to use these technologies they’re used to from home.” says Joachim Heinz, Co-Shift
    • “What is crucial for leaders to guide the employees out of the confusion room is to celebrate quick wins. The individuals need to see results and celebrate them frequently in order to generate trust.” Says Dr. Judith Schütz, OSN Open Systems Network AG. In order to achieve this, a fine grained project management with small milestones is needed.

 

  1. Reach the “renewal room”
    • In the renewal room, constant change has to be trained and learned from a management perspective. However, individuals long for stability, sustainability and a reliable environment. “Constant change” is the opposite of that and thus not human nature. The leadership team has to find something in between in this area of tension.

[1] Hayner, L. [UCNetworks] (2011), http://bit.ly/o2YIbD

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