Professional Issues Chapter 11 Chapter 11 Professional Issues - - PDF document

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Professional Issues Professional Issues

Change Management Change Management

Sources Sources

• "Information Technology Project

"Information Technology Project Management Management“ “ by Jack T. by Jack T. Marchewka Marchewka, , Chapter 11 Chapter 11

• “

“The Cycle of Change The Cycle of Change” ” by Kevin by Kevin Craine Craine From the book From the book “ “Designing a Document Designing a Document Strategy Strategy” ” -

• http://www.tdan.com/i014fe02.htm

http://www.tdan.com/i014fe02.htm

Change Change

• Technology and innovation brings change

Technology and innovation brings change

• ‘

‘Disruptive technologies Disruptive technologies’ ’

• Horse

Horse -

• > steam

> steam

• Film photography

Film photography -

• > digital

> digital

• Change is stressful

Change is stressful

• People feel threatened

People feel threatened

• You will be agents of change

You will be agents of change

• you need to understand how people will react

you need to understand how people will react

• ... and how do deal with it

... and how do deal with it

Change Change

• People issues

People issues

• Technical/planning issues

Technical/planning issues

The Nature of Change The Nature of Change

• Change is inevitable

Change is inevitable -

• resistance is useless!

resistance is useless!

• IT projects are planned

IT projects are planned organisational

• rganisational change

change

• Organisations

Organisations are made up of people, people are made up of people, people

• ften resist change
• ften resist change
• A system reacts in such a way as to oppose an

A system reacts in such a way as to oppose an external force applied to it (Newton) external force applied to it (Newton)

• Change is a process:

Change is a process: Change Management Change Management is is about managing this process about managing this process

Myths About Change Myths About Change

• “

“People want this change People want this change” ”

• “

“Monday morning we'll turn on the new system Monday morning we'll turn on the new system and they'll use it and they'll use it” ”

• “

“Our people have been through a lot of change Our people have been through a lot of change -

• what's one more going to matter?

what's one more going to matter?” ”

• “

“A good training program will answer all their A good training program will answer all their questions and then they'll love it questions and then they'll love it” ”

• “

“We see the need for helping our people adjust, We see the need for helping our people adjust, but we had to cut something but we had to cut something” ”

• “

“They have two choices: they can change or They have two choices: they can change or they can leave they can leave” ”

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In Practice In Practice … …

• Realities

Realities

• The change may not occur

The change may not occur

• People will comply for a time and then do

People will comply for a time and then do things to get around the change things to get around the change

• Users will accept only a portion of the change

Users will accept only a portion of the change

• Consequences

Consequences

• The full benefits of a project are never

The full benefits of a project are never realised realised or are

• r are realised

realised only after a great deal

• nly after a great deal
• f time and resources have been expended
• f time and resources have been expended

Change Management Issues Change Management Issues

• Can managers expect people to just accept a new

Can managers expect people to just accept a new information system? information system?

• What impacts can implementing a new information

What impacts can implementing a new information system have on the people in an system have on the people in an organisation

• rganisation?

?

• Why might people be resistant to a new information

Why might people be resistant to a new information system? system?

• How might people demonstrate this resistance?

How might people demonstrate this resistance?

• What can the project team and

What can the project team and organisation

• rganisation do to help

do to help people adjust and accept the new information system? people adjust and accept the new information system?

Resistance Resistance

• Resistance is a natural part of change

Resistance is a natural part of change

• Some people may feel that the change requires more time and

Some people may feel that the change requires more time and energy than they are willing to invest energy than they are willing to invest

• Some people may feel that a change will mean giving up something

Some people may feel that a change will mean giving up something that is familiar, comfortable and predictable that is familiar, comfortable and predictable

• People may be annoyed with the disruption caused by the change,

People may be annoyed with the disruption caused by the change, even if they know that it will be beneficial in the long run even if they know that it will be beneficial in the long run

• People may believe that the change is being imposed on them

People may believe that the change is being imposed on them externally, and their egos will not tolerate being told what to externally, and their egos will not tolerate being told what to do do

• Some may resist change because of the way the decision to change

Some may resist change because of the way the decision to change was announced or because it was forced upon them was announced or because it was forced upon them

Breakout Breakout

• Scenario: Small & Co. have just been

Scenario: Small & Co. have just been bought by Aggro plc. Small have been bought by Aggro plc. Small have been using an accounting package installed in using an accounting package installed in 1998 which is incompatible with Aggro 1998 which is incompatible with Aggro’ ’s s corporate financial management suite. corporate financial management suite.

• It is your job to phase out Small

It is your job to phase out Small’ ’s package s package and install Aggro and install Aggro’ ’s package instead. s package instead.

• What technical and

What technical and ‘ ‘people people’ ’ issues will you issues will you have to consider? have to consider?

Change Management Planning Change Management Planning

Assess willingness, readiness and ability to change Develop or adopt a strategy for change Implement change management plan and track progress Evaluate experiences and develop lessons learned

B C D A

The Players The Players

• Sponsor

Sponsor

• an individual or group with the authority and

an individual or group with the authority and resources to support the project resources to support the project

• initiating sponsor

initiating sponsor may hand over may hand over responsiblity responsiblity to a to a sustaining sponsor sustaining sponsor

• Change Agents

Change Agents

• project manager and team

project manager and team

• Targets

Targets

• individual or group affected by the change

individual or group affected by the change

• project rests on their willingness, ability and readiness

project rests on their willingness, ability and readiness to change to change

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Also Also

• Evangelists

Evangelists

• Early Adopters

Early Adopters

• Role models

Role models

• Gossips

Gossips

• Gatekeepers

Gatekeepers

• The Union

The Union

• HR

HR

Reactions to Change Reactions to Change

• Comfort zone

Comfort zone

• Complacency, familiarity, boredom

Complacency, familiarity, boredom

• Shock

Shock

• Denial, Anger, Resentment, Frustration

Denial, Anger, Resentment, Frustration

• Limbo

Limbo

• Anxiety, Depression, Bargaining

Anxiety, Depression, Bargaining

• Acceptance

Acceptance

• Excitement, innovation

Excitement, innovation

• Different people go through the process at

Different people go through the process at different speeds and different intensities. different speeds and different intensities.

Emotional Responses to Change Emotional Responses to Change

• Targets

Targets

• Emotional responses to change typically

Emotional responses to change typically follow a similar sequence to the responses to follow a similar sequence to the responses to misfortune: misfortune:

• Denial

Denial

• Anger

Anger

• Bargaining

Bargaining

• Depression

Depression

• Acceptance

Acceptance

Emotional Responses to Change Emotional Responses to Change

• Denial:

Denial: “ “You cannot be serious! You cannot be serious!” ”

• Anger:

Anger: “ “The line judge is useless The line judge is useless” ”

• Bargaining:

Bargaining: “ “Can we play the point again? Can we play the point again?” ”

• Depression:

Depression: “ “Will I ever play here again Will I ever play here again” ”

• Acceptance:

Acceptance: “ “I'm going to win the game I'm going to win the game anyway anyway” ”

Tradition Bearers & Crusaders Tradition Bearers & Crusaders

Will take time to learn Will take time to learn Too many features/functions Too many features/functions Training will be required Training will be required Slow Slow Limited Functionality Limited Functionality No longer supported No longer supported Tradition Bearers Tradition Bearers Crusaders Crusaders Faster than current software Faster than current software Expanded Functionality Expanded Functionality Most Popular software used Most Popular software used -

• easy to

easy to find & hire people who have the skills find & hire people who have the skills Familiarity Familiarity Does what I need it to do Does what I need it to do No extra training needed No extra training needed Crusaders Crusaders Tradition Bearers Tradition Bearers Upgrade to a new package Upgrade to a new package Keep current system Keep current system Pro Con

Example from: Barry Johnson “Polarity Management: Indentifying and Managing Unsolvable Problems”, HRD Press

Strategies for Change Strategies for Change

• Rational

Rational-

• Empirical Approach

Empirical Approach

• Normative

Normative-

• Re

Re-

• education Approach

education Approach

• Power

Power-

• Coercive Approach

Coercive Approach

• Environmental

Environmental-

• Adaptive Approach

Adaptive Approach

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Rational Rational-

• Empirical Approach

Empirical Approach

• Based on the idea that people follow predictable patterns

Based on the idea that people follow predictable patterns

• f
• f behaviour

behaviour and will follow their own self interests and will follow their own self interests

• Change agent must be persuasive in convincing,

Change agent must be persuasive in convincing, explaining and demonstrating how a particular change explaining and demonstrating how a particular change will benefit a particular person or group will benefit a particular person or group

• Plan should provide each individual with

Plan should provide each individual with

• the reasons for the change

the reasons for the change

• a picture of the changed situation

a picture of the changed situation

• a part to play

a part to play

Normative Normative-

• Re

Re-

• education Approach

education Approach

• Based on the idea that people are social beings

Based on the idea that people are social beings and that human and that human behaviour behaviour can be changed by can be changed by changing the social norms of a group changing the social norms of a group

• Change agent should focus on the core values,

Change agent should focus on the core values, beliefs and established relationships that make beliefs and established relationships that make up the culture of a group up the culture of a group

• Plan should be to help people redefine existing

Plan should be to help people redefine existing social norms into another set that support the social norms into another set that support the change change

Power Power-

• Coercive Approach

Coercive Approach

• Change agent attempts to gain compliance

Change agent attempts to gain compliance through the exercise of power, authority or through the exercise of power, authority or rewards, or threats of punishment for non rewards, or threats of punishment for non-

• compliance

compliance

• Managers may see this as an easy option but it

Managers may see this as an easy option but it can be risky can be risky

• people may comply in the short term but later go back

people may comply in the short term but later go back to their old ways or may leave the to their old ways or may leave the organisation

• rganisation
• Can work in situations where change is urgent

Can work in situations where change is urgent

• (e.g. imminent bankruptcy as an alternative) or where

(e.g. imminent bankruptcy as an alternative) or where staff are highly dependent on the staff are highly dependent on the organisation

• rganisation

Environmental Environmental-

• Adaptive Approach

Adaptive Approach

• Based on the fact that although people avoid

Based on the fact that although people avoid disruption and loss, they can still adapt to disruption and loss, they can still adapt to change change

• Change agent attempts to make the change

Change agent attempts to make the change permanent by abolishing the old system and permanent by abolishing the old system and installing the new system as soon as possible installing the new system as soon as possible

• Can be helped by

Can be helped by emphasising emphasising the similarities the similarities between the new system and the old familiar between the new system and the old familiar system system

How How not not to Manage Change to Manage Change

• Communication by Vulcan Mind Meld

Communication by Vulcan Mind Meld

• some managers believe that as soon as they think

some managers believe that as soon as they think something is a good idea, everyone else will something is a good idea, everyone else will

• The rational person view of change

The rational person view of change

• some managers assume that everyone will react

some managers assume that everyone will react rationally to a proposed change rationally to a proposed change “ “Sure Sure-

• fire Ways to Derail Change Efforts

fire Ways to Derail Change Efforts” ” Sheila Smith and Mary Silva Doctor Sheila Smith and Mary Silva Doctor www.cio.com/archive/090197/change.html www.cio.com/archive/090197/change.html

Dealing with Resistance and Dealing with Resistance and Conflict Conflict

• Look inward

Look inward -

• Collaborate

Collaborate

• Set the stage for dialogue

Set the stage for dialogue -

• Use the right tools

Use the right tools

• Listen carefully

Listen carefully -

• Be forgiving

Be forgiving

• Speak carefully

Speak carefully -

• Don't surrender

Don't surrender

• Dig deeper

Dig deeper -

• Look outward

Look outward

• Don't get personal

Don't get personal -

• Search for completion

Search for completion

• Think creatively

Think creatively

• Conflict Management

Conflict Management -

• Kenneth

Kenneth Cloke Cloke and Joan and Joan Goldsmith Goldsmith www.cio.com/leadership/edit/020100conflict.html www.cio.com/leadership/edit/020100conflict.html

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Common factors Common factors

• Lead

Lead

• Communicate

Communicate

• Empower

Empower

• Train

Train

• Listen

Listen

• Understand

Understand

How How not not to Manage Change to Manage Change

• Cuckoo clock leadership

Cuckoo clock leadership

• some leaders pop out of their offices

some leaders pop out of their offices

• ccasionally to champion a particular cause
• ccasionally to champion a particular cause
• Sponsoring the concept, not the

Sponsoring the concept, not the implementation implementation

• sponsoring a concept is easy

sponsoring a concept is easy

• sponsoring the implementation may not be

sponsoring the implementation may not be

• “

“The best laid plans ... The best laid plans ...” ”

• change is often opportunity driven

change is often opportunity driven

Change Management Planning Change Management Planning

Assess willingness, readiness and ability to change Develop or adopt a strategy for change Implement change management plan and track progress Evaluate experiences and develop lessons learned

B C D A

Change Management Planning Change Management Planning

• Implementation

Implementation

• Project progress can be tracked with Gantt and PERT

Project progress can be tracked with Gantt and PERT charts charts

• Events/milestones should be used to track adaptation

Events/milestones should be used to track adaptation to change to change

• Communication between the players is vital

Communication between the players is vital

• Evaluation

Evaluation

• To determine effectiveness of players

To determine effectiveness of players

• To determine effectiveness of change management

To determine effectiveness of change management plan plan

• To identify best practice

To identify best practice

• Change is expensive

Change is expensive

Summary Summary

• IT projects cause change in

IT projects cause change in organisations

• rganisations
• Change is not always welcome and may be

Change is not always welcome and may be resisted resisted

• Change is a process which must be planned and

Change is a process which must be planned and managed managed

• Appropriate change strategy depends on

Appropriate change strategy depends on circumstances circumstances

• Change acceptance should be monitored as well

Change acceptance should be monitored as well as change itself as change itself

• Outcomes should be evaluated

Outcomes should be evaluated