Adaptive Data Governance: The AT-EASE Change Management Approach - Data Governance: Creating Value from Information Assets - page 155

governance. The third phase represents the highest level of at ease that
arises when employees have internalized new practices and successfully
embedded them in routine work. Leaders' priorities evolve depending on
the level of at ease. The six components are described below.
Develop Awareness: Accessing and Trying
During the accessing and trying steps, employees become aware of data
governance and its relevance to the organization and to the employees'
own activities. During this awareness phase, employees may not be at ease.
The next section presents two examples that show differing perspectives
on helping people become more at ease.
Each individual starts the learning process by accessing people, infor-
mation, and other resources (A ccessing). Leaders can shape employee
access to resources, such as relevant and up-to-date information about
data governance best practices, organizational policies and procedures,
and technologies and tools. More importantly, leaders can create a net-
work of connections to provide a space for stakeholders to engage each
other in the change process ( Fi g u r e 7. 2 ) . However, simply creating a social
network to enhance access to people and disseminating information may
not be sufficient to engage people. The three psychological conditions of
personal engagement (meaningfulness, safety, and availability) discussed
by Kahn (1990) should be considered in designing access.
Leaders can help employees feel more at ease by structuring connec-
tions and providing access to relevant information targeted to the needs
of different employees. They can create a holding environment (Heifetz,
Grashow, and Linsky, 2009b) that binds people together in order to help
them maintain collective focus on the problem being addressed. The hold-
ing environment provides safety and structure for people to surface and
discuss diverse views on the problem and possible solutions. A holding
environment can include elements such as shared goal and vision, history
of working together, and procedures and rules.
Figure 7.2 highlights the fact that the accessing step is applicable to lead-
ers as well as employees. However, the nature of accessing can be quite
different for leaders. The idea of “getting on the balcony” underscores
the need for the leader to step away from the details and discern patterns
and reflect on the big picture. While the leader's accessing may be much