| Web 2.0 social networking sites such as Twitter, | | | | can bleed into the change facilitator's interaction |
| LinkedIn, and Facebook can be extraordinarily | | | | with their client. This creates a hostile working |
| useful tools in the current business climate. They | | | | relationship that is less likely to produce a |
| can be used to keep business associates in the | | | | successful business change. |
| loop about current happenings in real time. They | | | | Like any generalization, the idea that managers |
| provide a venue to connect with potential clients, | | | | get in the way does not stand up to evaluation. |
| polish a digital rolodex, and exchange ideas. | | | | There will be the occasional manager that is |
| LinkedIn provides forum space for this last | | | | opposed to the change process and works to |
| purpose. For the change facilitator, this can be a | | | | derail it. These managers should not be considered |
| golden opportunity to compare notes with others | | | | representative. A change facilitator would not |
| involved in the business change profession. | | | | have been brought into the picture if the client |
| One big advantage of forums is that they can | | | | was not serious about the process. Management |
| serve as sounding boards to prevent the | | | | has more than one concern when it comes to the |
| development of tunnel vision. It can be easy to | | | | business change process. |
| get locked into one modality regarding business | | | | They are required to consider the creation of a |
| change, but sound criticism from other business | | | | successful change and keeping the business |
| change facilitators can expose unknown | | | | moving. Change projects tend to be disruptive |
| weaknesses. Unfortunately, with the advantages | | | | and can be time consuming affairs, but customers |
| that social networking sites offer come the | | | | must still be provided with services or products. |
| inevitable disadvantages. Forums can easily turn | | | | Managers must balance the needs of both the |
| into gripe sessions that can effect or represent | | | | business change and the business at hand. While |
| biases in the work environment. | | | | they may appear to be obstructing the process, it |
| A common complaint among professionals is that | | | | is important for the change professional to bear in |
| managers get in the way of the process. When | | | | mind the conflicting needs managers are handling |
| this attitude is perpetuated in social networking it | | | | during the process. |