change management strategy_team_xyz

Professor Tomas BenzPresentator:

Nguyen Dao Tan BaoPham Huy Thanh

Change Management

Strategy

• wHERE Where is

Change management

strategyIn organization environment ?

agenda

• Introduction

• Three Modelso Tradition IS Model

o Facilitator Model

o Advocate Model

• Implication

• Summary

Objectives

To stimulate information systems specialists’ efforts

to become more effective and credible agent of

organizational change

Why do IS specialistsneed to become

better agents of

organizational change ?

• wHERE

Who are IS specialistsand

what they do in an organization?

http://www.youtube.com/watch?v=fIecCuK5tj4

Why do IS specialists need to

become better agents of

organizational change?

Reasons

• Change Agentry will become a large part of IS work

• To improve IS specialist credibility

Reasons

• Change Agentry will become a large part of IS work

• To improve IS specialist credibility

Reasons

• Change Agentry will become a large part of IS work

• To improve IS specialist credibility

Two Basic Issues

Substantial disagreement in theory and practice

about what is means to be “an agent of

organizational change”

Two Basic Issues (cont’d)

• Change agent roles grow out of, and are maintained

by, various structural conditions

o Structural conditions are social and economic arrangements, e.g. reporting

relationships and policies, that influence the processes of IS work

Change agentry models• Traditional IS Change-Agent Model

o Role Orientation

o Consequences

o Structural Conditions

• The Facilitator Model

• The Advocate Model

Traditional IS model

Information technology as the real cause of change.

Role Orientation

Role Orientation

IS specialists don’t have to ‘do’ anything to make

change other than build systems or install

technology

Role Orientation

• The specific goals of technical change should

be set by others, usually organizational

managers.

• NO responsible for achieving change or

improvements in organizational performance

Role Orientation

EXPE

RT

Technical matter

in Business matter

Behavioral issues involving the use of systems.

consequences

‘Implementation’ problems

rather than technical problems

Many IT failures

Many IT failures

We’re [the IS group is] a common carrier – we make

no guarantees about data quality. As for the problem

of obsolescence, if they [the users] don’t know it by

now it is not my job to tell them. (Orlikowski and Gash,

1994)

Consequences

IS inhibiting change

• Block organizational change rather than promote it

Consequences

IS inhibiting change

• Block organizational change rather than promote it

• Technical change creates problems and

vulnerabilities

Consequences

IS inhibiting change

• Block organizational change rather than promote it

• Technical change creates problems and

vulnerabilities

• Increases in workload and working hours

Consequences

Reduced IS credibility

Change agents may have low credibility because

clients perceive them to be ‘heterophilous’ (different

in background, beliefs systems, interests) (Rogers,

1995) or to lack ‘value congruence’ (Sitkin and Roth,

1993)

Feel good when expertise is used.

Distrust & Withold Data

Incorrect diagnoses and solutions

Lack commitment to implementing solutions

Resistance is often people’s reaction to the change

agents, not necessarily to the change itself. (Lawrence

(1969) )

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Structural conditions• IS is sole-source provider of services

• Clients have limited technical and sourcing options

• IS has ‘staff’ function

• IS is centralized, responsible for many clients

• IS builds systems

Compatible with role

orientation

• Systems are bought, not built

• Outsourcing IS

• Decentralized IS

• New technologies that demand different ‘implementation’ activities

Incompatible with role orientation

Facilitator IS model

Role Orientation

Organizational change is brought about by

people (not technology).

Role Orientation

Intervene in (facilitate) group

and organizational processes in

ways intended to increase

the capacity and skillsof the clients to create

change

Facilitator

‘So long as they act effectively, facilitators are not

responsible for the group’s ineffective behavior or its

consequences’ (Schwarz, 1994).

Role orientation

Facilitator avoids exerting expert or other power

over clients

Role orientation

EXPE

RT

Technical matter

in Business matter

Process

Why might IS specialists benefitfrom moving in the direction of the

facilitator model?

Consequences

Greater attention to building user capacity

might increase project success and IS credibility

o Provide full valid information about the alternatives

o Encourage open discussion

Consequences

IS has responsibility for IT education and training for

clients/users and ensure the training is done right

Consequences

Many new information technologies provide greater

opportunities

Structural conditions• Avoidance of expertise displays

• Non-member status

• Lack of line or staff authority over people or performance, not responsible for business result

Compatible with role

orientation

• Valuable expertise in technical or business subject matters

• Staff control over clients’ processes, decisions, behaviors

• Authority for technical outcomes

Incompatible with role orientation

Structural conditions• Avoidance of expertise displays

• Non-member status

• Lack of line or staff authority over people or performance, not responsible for business result

Compatible with role

orientation

• Valuable expertise in technical or business subject matters

• Staff control over clients’ processes, decisions, behaviors

• Authority for technical outcomes

Incompatible with role orientation

Structural conditions• Avoidance of expertise displays

• Non-member status

• Lack of line or staff authority over people or performance, not responsible for business result

Compatible with role

orientation

• Valuable expertise in technical or business subject matters

• Staff control over clients’ processes, decisions, behaviors

• Authority for technical outcomes

Incompatible with role orientation

Structural conditions• Avoidance of expertise displays

• Non-member status

• Lack of line or staff authority over people or performance, not responsible for business result

Compatible with role

orientation

• Valuable expertise in technical or business subject matters

• Staff control over clients’ processes, decisions, behaviors

• Authority for technical outcomes

Incompatible with role orientation

Structural conditions• Avoidance of expertise displays

• Non-member status

• Lack of line or staff authority over people or performance, not responsible for business result

Compatible with role

orientation

• Valuable expertise in technical or business subject matters

• Staff control over clients’ processes, decisions, behaviors

• Authority for technical outcomes

Incompatible with role orientation

Structural conditions• Avoidance of expertise displays

• Non-member status

• Lack of line or staff authority over people or performance, not responsible for business result

Compatible with role

orientation

• Valuable expertise in technical or business subject matters

• Staff control over clients’ processes, decisions, behaviors

• Authority for technical outcomes

Incompatible with role orientation

Advocate IS model

Role orientation• Focuses on inspiring organizational

members to embrace IT-enabled

organizational change.

• Uses any means including overt

persuasion, covert manipulation, symbolic

communication, and sometimes exercise

of formal power to effect desired

change.

Role orientation• Focuses on inspiring organizational

members to embrace IT-enabled

organizational change.

• Uses any means including overt

persuasion, covert manipulation, symbolic

communication, and sometimes exercise

of formal power to effect desired

change.

Consequences

• Effectively understand what users want and

what they need

• Emphasis on communicationo Induce improvement on credibility

o Enhances interoperability between departments

• Fit the issues of IT infrastructureo consensus decision-making approach may result in the optimal

organizational result

Structural conditions• No formal managerial authority and no

delegated control

• Line authority over the change targets and responsibility for achieving business outcome

• Occupy staff positions in the organizations for which change targets work

Compatible with role

orientation

• Absence of managerial authority over target

• Staff control over target’s processes, decisions, behavior

Incompatible with role orientation

Implications

• IS specialist have different levels of skill in client contact & involvement in bringing organizational change

• Suggestions:o Intellectually familiar with, behaviorally skilled in, and highly adaptable to the

3 models

o To increase credibility and contribute to organizational success with IT

Traditional IS model

•Technology causes change

•IS specialist has no change responsibilities beyond building technology

•Specialist is not responsible for achieving change or improvements in organizational performance

•View themselves as technical expert

Facilitator model

•Clients make change using technology

•Facilitator promotes change by helping increase clients 'capacity for change

•Facilitator does not hold self responsible for change or improvements in organizational performance but clients are

•View themselves as experts in process, not content

Advocate model

•People, including the change advocate, make change

•Advocate increases targets’ awareness of the need for change by using communication, persuasion, shock, manipulation, power

•Advocate and change targets are responsible for change and performance improvement