Self reflective report
toygikiller
ChangeManagement2019.pptxInformation Systems Management Change Management
CRICOS 00111D
TOID 3069
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Next week, our final knowledge week, we explore geo-political and cultural issues for IS managers
Housekeeping
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Roadmap for today’s lecture
Housekeeping
Setting the scene
What is Change? Change in an organisational sense
Reasons for Change
Common types & models of change
Kotter’s 8 steps to change model
Bridge’s Transition Model
Roger’s Technology Adoption Curve
Kübler–Ross 5 & 7 Stage Models / The Change Curve
Resistance to change, Overcoming resistance, Change Agents
The change management process
Manage these!
(Some) Takeaways
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"The CIO's job is change management, to do it poorly is fatal“ Tech Data CIO, John Tonnison
People who have been through failed change efforts are suspicious of the motives of those pushing change, John Kotter
In order for a tech change to be truly transformative and meaningful, you need to approach the project not as a tech set-up, but as a business management project.
Most organisations overlook the fact that any new technology implementation represents an opportunity to review, improve and/or streamline the underlying processes. Successful change management requires equal attention to Processes, Technology, People & Corporate Culture.
Change management is not always straightforward or formulaic but it does require a planned and structured approach.
Setting the scene
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Change is an act or process through which something becomes different
Behaviour = { Personal factor, Organisational context}
Personal factors: Education, Age, personality
Organisation context: Structure, politics, culture
People differ, context differs (change is contingent)
Sometimes change is induced by external factors, and sometimes it is self-generated. Change can also stem from "big ideas," or it can come from more practical origins, such as a need for process improvement.
Change is often uncomfortable because of:* loss of control, excess uncertainty, surprise, surprise!, everything seems different, loss of face, concerns about competence, more work, ripple effect, past resentment AND sometimes the threat is real and change can hurt.
Change defined
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Kanter, R 2012, Ten Reasons People Resist Change, Harvard Business Review, September 25.
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ORGANISATIONS DO NOT CHANGE, PEOPLE DO
An alteration of an organisation’s environment, structure, culture, technology, or people
Is a constant force
Is an organisational reality
Can be an opportunity or a threat
Managing organisational change is the process of planning and implementing change in organisations in such a way as to minimise employee resistance and cost to the organisation while simultaneously maximising the effectiveness of the change effort.
If employees are unsuccessful in their personal transitions, if they don’t embrace and learn a new way of working, the initiative will fail.
If employees embrace and adopt changes required by the initiative, it will deliver the expected results.
Change in an Organisational sense
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Why do organisations have to change ?
Strategic Drift & Renewal
Reasons for Change:
Merger or Takeovers
Reported Losses
Layoffs
New managers
New products
Others?
Reasons for change
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Strategic (e.g. Change in Mission)
Structural (e.g. Decentralisation)
Process-oriented (e.g. Manufacturing)
People-orientated (e.g. Motivation, loyalty, relationships, training)
Change may be planned or improvised
Planned model of change:
Stable context, well architected & firm
Improvised model of change:
Anticipated change – what you intend and want
Emergent change – what occurs along the way
Opportunity based change – how you use what occurs
Common types & models of change
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Kotter’s 8 Steps to Change
John Kotter’s (1996) eight steps to transforming organisations are based upon analysis of 100 different organisations going through change. His research highlighted eight key lessons which he converted into a practical eight-step model. Although represented by Kotter in a linear fashion, experience suggests that it is better to think of the steps as a continuous cycle to ensure that the momentum of the change is maintained.
Benefits
Focus on buy-in of employees as the focus for success
Clear steps which can give a guidance for the process
Fits well into the culture of classical hierarchies
Limitations
The model is clearly top-down, it gives no room for co-creation or other forms of true participation.
Can lead to frustrations among employees if the stages of grief and individual needs are not taken into consideration.
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More at :http://www.kotterinternational.com/our-principles/changesteps/changesteps
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Establish a Sense of Urgency
Form a powerful, guiding coalition
Anchor in the culture
Plan and create short-term wins
Develop a vision & Strategy
Communicate the vision
Remove Obstacles & empower action
Consolidate gains
Bridge’s Transition Model
The ideas of Bridge (1991) on transition provide a good understanding of what is going on when an organisational change takes place. He differentiates between change and transition, according to him:
Change is a situation and happens without people transitioning
Transition is psychological and is a three phase process where people gradually accept the details of the new situation and the changes that come with it.
Benefits
You can use the model to understand how people feel as you guide them through change. It clarifies the psychological effect of change.
Limitations
While the model is useful for implementing change, it's not a substitute for other change management approaches. It cant be used as an independent change management model.
ENDING
NEUTRAL ZONE
NEW BEGINNING
End what ‘used to be’; identify who is losing what, openly acknowledge the loss, mark the endings and continuously repeat information about what is changing and why.
Individuals within the organisation feel disoriented with falling motivation and increasing anxiety. Ensure that people recognise the neutral zone and treat it as part of the organisation's change process.
Gain acceptance of the purpose; Communicate a picture of how the new organisation will look and feel ; Communicate and gain a step-by-step understanding of how the organisation will change
https://www.youtube.com/watch?v=zmj5XpKpcAs
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Roger’s Technology Adoption Curve
Technology adoption lifecycle model, based on his theory of diffusion of innovation (1962), describes the adoption or acceptance of a new product or innovation, according to the demographic and psychological characteristics of defined adopter groups.
The process of adoption over time is typically illustrated as a classical normal distribution or "bell curve."
The model indicates that the first group of people to use a new product is called "innovators," followed by "early adopters." Next come the early and late majority, and the last group to eventually adopt a product are called "laggards.”
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Roger’s Technology Adoption Curve
Benefits
Helps in creating an understanding of the audience for change.
Provides inputs to identify opinion makers and influencers.
Limitations
People need not fall into one Change Adoption Category; they drift from category to category depending on the specific change/innovation.
The adoption terms are accurate only in hindsight; they tell you nothing about how a population might respond to a change/innovation.
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Kübler-Ross 5 Stage Model - The Change Curve
The Change Curve is based on a model originally developed in the 1960s by Elisabeth Kübler-Ross to explain the grieving process. She proposed that a terminally ill patient would progress through 5 stages of grief when informed of their illness.
By the 1980s, the Change Curve was a firm fixture in change management circles.
The curve, and its associated emotions, can be used to predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change.
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Kübler-Ross 5 Stage Model - The Change Curve
Some of the ‘signs’ in each stage
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Denial
“How good things were in the past”
“It can’t happen here”
Numbness
Everything-as-usual attitude
Refusing to hear new information
Anger
Loss and hurt
Stubbornness
Blaming others
Complaining
Getting sick
Doubting yourself ability
Depression
“What’s going to happen to me?”
Chaos
Indecisiveness
Unfocused work
Bargaining/Acceptance
“Where I am headed”
Seeing possibilities
Clarifying goals
Seeing resources
Exploring alternatives
Acceptance
Focus
Teamwork
Vision
Cooperation
Balance
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Benefits
An individual’s reaction to change is well captured, this forms a good foundation to develop communication strategy
Limitations
Not all change is bad. This model assumes the worst reaction to change.
It is difficult to identify the transition between stages.
Difficult to apply to a group
Kübler-Ross 7 Stage Model - The Change Curve
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Individual Resistance
Habit
Selective Information Processing
Economic Factors
Job Security
Fear of the Unknown
Drivers of Individual vs. Organisational Resistance
Threat to Established Power Relationship
Group Inertia
Threat to Established Resource Allocations
Structural Inertia
Limited Focus of Change
Organisational Resistance
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Another common form of resistance to all change is CULTURE
Culture change is hard, that’s why few organisations take it on. There’s a reliance on new people coming in to an organisation to drive change in a way that hasn’t been seen before and yet all too often those people will come up against brick walls.
Resistance to IS change
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Resistance to Change
Limitations of Existing Systems
Lack of Executive Commitment
Lack of Executive Champion
Unrealistic Expectations
Lack of Cross-Functional Team
Inadequate Team and User Skills
Technology Users Not Involved
Project Charter Too Narrow
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Education and Communication
Negotiation
Participation and Involvement
Co-optation
Coercion
Overcoming resistance to change
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A person who initiates and assumes the responsibility for managing a change in an organisation
Change Agent
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http://www.myextralife.com/sitenews/heroes-for-you-the-change-agent/
Carrot is easily detachable from big stick
Seldom used Golden rule
Stun gun – last resort
Permanent markers
Rose coloured glasses
License to change you badge
Selective hearing
Fads R-US Bookstore
Flame resistant suit to 50,000 kelvin (49726.85 Celsius!)
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A structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved.
The focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. Present state to future state.
The change in question could range from a simple process change, to major changes in policy or strategy needed if the organisation is to achieve its potential.
Sometimes change management is a scapegoat for less than stellar results: "That initiative failed because we didn't focus enough on change management.“
Often change management is used as a catch-all for project activities that might otherwise get overlooked: "When we implement that new process, let's not forget about the change management."
Change Management
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Innovation is a collection of thoughts, ideas, or efforts used to bring about or manage change to a desirable outcome.
Innovation is value creation in a different way or to a different element of the business; there are both disruptive innovation and incremental innovation as well.
So is innovation just another word for change; or does innovation management align with change?
Change and innovation share a common DNA, which is 'change' nature. But they are still different; each one has different motivators and must be managed differently.
Not all change management is innovative
However, innovation only exists to bring about change.
Innovation is NOT the same as change management
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Motivating Change
2. Creating Vision of Change
3. Developing Political Support
4. Managing the Transition of Change
5. Sustaining Momentum
Effective Change
Management
Five activities contributing to effective change management
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Motivating Change
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This requires attention to two related tasks: creating readiness for change and overcoming resistance to change
Creating readiness
1. Sensitise organisations to pressures for change.
2. Reveal discrepancies between current and desired states.
3. Convey credible positive expectations for the change.
Identify resistance
Technical resistance: comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo.
Political resistance: can arise when organisational changes threaten powerful stakeholders, such as top executives or Dept. Managers, or call into question the past decisions of leaders.
Culture resistance: takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate.
Sunk cost refers to the cost that has already been incurred and cannot be recovered.
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Motivating Change /2
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Strengthening or adding driving forces
Removing or reducing restraining forces
Changing the direction of some of the forces
Lewin’s Force Field Analysis
Kurt Lewin's (1951) force field analysis change model was designed to weigh the driving and restraining forces that affect change in organisations.
The 'force field' can be described as two opposite forces working for and against change.
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Creating vision for change
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A vision describes the core values and purpose that guide the organisation as well as an envisioned future toward which change is directed.
Vision provides a valued direction for designing, implementing, and assessing organisational changes.
The vision also can energise commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort.
Want Your Organisation to Change? Put Feelings First
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Developing ‘political’ support for change
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Assessing change agent power
Identifying key stakeholders
Influencing stakeholders
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Managing the transition
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Moving from the existing organisation state to the desired future state.
There are three major activities and structure to facilitate organizational transition:
Activity planning
making a road map for change, citing specific activities and events that must occur if the transition is to be successful.
Commitment planning
identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support
Change-management structures
Put into place and document certain structures (frameworks)
Should include people who have the power to mobilise resources to promote change and the interpersonal and political skills to guide the change process
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Sustaining momentum
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Building a support system for change agents
Developing new competencies and skills
Reinforcing new behaviours
Staying the course
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Change & Culture
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Manage these!
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Current IT Platform, New Platform
Current Application, New Application
Current Process, New Process
{Current … }, {New … }
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Select the Right Technology
Study the data (not the sales literature). If you do not select the right technology, you will spend a great deal of time trying to “make the shoe fit.”
Check References
Before finalising the solution, network with other users similar to your company. Don’t short change this process!
Employee Involvement
Take benchmarking trips with key operational supervisors, senior management, maintenance personnel, and cross-departmental staff (no one thinks of everything).
Get all Personnel Involved Once a New Technology is Selected
Use of video, streaming PowerPoint, posters, and other methods can help create a positive buzz throughout the work place. Town Hall meetings can also be effective if you are prepared to discuss the effect this change might have on overall employment.
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Manage these!
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Focus on Training
Select key peer leaders for early training, so they can help sell new technologies internally. Also, never short-change the training period as unsuccessful implementations commonly happen when training is brushed over. It is also important to track who has been trained so no one is missed.
Document Everything
Training should be video recorded and documented on your company’s Intranet (if one is available) for future reference.
Create Short Terms Wins
Set goals that are initially easy to achieve. Demonstrate patience in this roll out.
Demonstrate No Fear
If you are confident in your choice of technology then you cannot demonstrate any fear. If you doubt your selection, so will others. Be proud of the contributions you have made and know that through successful change management your company will quickly recognize your contributions.
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Manage these!
Bastian Solutions https://www.bastiansolutions.com/blog/index.php/2011/06/21/change-management-8-tips-to-successfully-implement-a-new-technology/#.WeZ8olV96Uk
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Establish who will be affected by the change
How will they be affected by the change?
Ask them questions such as:
How will they benefit from the project? (emotionally, financially)
What do they need from you?
What are their relationships like with other people in the business?
What are the concerns they have about the project?
How will they be using the new software in their role?
What are some of the frustrations of their current role?
How could the change fix their frustrations?
How could new software disrupt their role?
(some) takeaways: Important practices when analysing change
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Find your champions
Start thinking about who could be influential in herding the change through and who might present the most objections
Influential & respected by a wide cross section of people
Being honest and collaborative with your organisation engenders trust and goodwill.
If people can see positives (and know that there is a solid plan to mitigate the pitfalls) then they will be more open to embracing this project and future changes.
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(some) takeaways: Important practices when analysing change /2
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A useful way to bring the change management discussion to its conclusion…
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Some principles of change
The belief that you can change is the key to change
It is not the duration of the treatment that allows people to change but rather its ability to inspire continued efforts in that direction
Repeated efforts are critical to changing
Behavioral change is a function of perceived need and occurs at the emotional, not the intellectual level
Resistance to change is predictable reaction to an emotional process and depends on a person’s perception of a change situation
People do not usually succeed all at once. But they can show significant improvements; and all improvement should be accepted and rewarded
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References
Jones, A 2017, Change Management: 8 Tips to Successfully Implement a New Technology, Bastian Solutions, viewed 17/10/2017 https://www.bastiansolutions.com/blog/index.php/2011/06/21/change-management-8-tips-to-successfully-implement-a-new-technology/#.WeZ8olV96Uk
Boddy, D., Boonstra, A & Kennedy, G 2002, Managing Information Systems. An organisational perspective, Pearson, Harlow.
Lewin, K1951, Field Theory in Social Science, Harper and Row, New York.
Rainer, K. & Watson H 2012, Management Information Systems, Moving business forward, John Wiley & Sons, Upper Saddle River, New Jersey.
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