Last week, in my role as consultant extraordinaire (*sarcastic cough*), I was introduced to a man from another firm, who is working in a different capacity on the same “corporate initiative” I am assigned to. It will be my role to interview, investigate, analyze and document the perceptions and desires of the stakeholders that will be impacted by the aforementioned initiative. The purpose of my information gathering is to locate “levers and barriers,” to craft an appropriate messaging strategy, to evaluate the organization’s readiness for change, and generally advise the manager of the initiative, who refers to himself as the “head on the horse,” as to how he can best use the information I prepare to essentially cram some new software down the throats of the people that actually perform the organization’s work.
I am creating many “deliverables;” things like a stakeholder inventory, a perception map, a stakeholder management plan, a change management plan, and a communications management plan, among other things.
The other consultant is implementing the new software, and I met with him to discuss what kinds of reports might be available from the system which could eventually be used to illustrate to even higher levels of management in the organization how well “things” are going. In closing, he handed me his business card, shook my hand, and told me he enjoyed interfacing with me. I couldn’t tell if he realized with regret how ludicrous it was to say such a thing and kicked himself for falling prey to an extreme case of tech jargon disease, or if he is so far gone that it was a natural term for him to use. I did manage to keep a straight face (I think.)