misra,d.c.(2009) change management for e government 24.10.2009

Change Management for Change Management for

E-government E-government

byby

Dr D.C.MISRADr D.C.MISRA

22

A Presentation A Presentation

byby

Dr D.C.MISRADr D.C.MISRA

eGov ConsultanteGov Consultant

New Delhi, IndiaNew Delhi, India

Tel: 91-11-22452431Tel: 91-11-22452431

E-mail: dc_misra [at] hotmail.comE-mail: dc_misra [at] hotmail.com

© Dr D.C.Misra 2009© Dr D.C.Misra 2009October 24, 2009October 24, 2009

33

Importance of ChangeImportance of Change

“ …“ …..that it is not the strongest of the ..that it is not the strongest of the species that survive, species that survive,

nor the most intelligent, nor the most intelligent,

but that are most responsive to but that are most responsive to change…..”change…..”

--------- Charles Darwin --------- Charles Darwin

(No evidence that Darwin said or wrote it!)(No evidence that Darwin said or wrote it!)


44

What is proposed to be What is proposed to be covered?covered?

I.I. DefinitionDefinitionII.II. Dimensions of ChangeDimensions of ChangeIII.III. Types of ChangeTypes of ChangeIV.IV. Models of ChangeModels of ChangeV.V. Change in GovernmentChange in GovernmentVI.VI. Change due to E-Change due to E-

governmentgovernmentVII.VII.ConclusionConclusion


55

I. Definition I. Definition

What is What is ChangeChange??

A new and unfamiliar state.A new and unfamiliar state. What is What is Change ManagementChange Management ? ?

A A systematic approachsystematic approach to dealing to dealing with change. with change.

Change Management has several Change Management has several dimensionsdimensions::


66

II. Dimensions of ChangeII. Dimensions of Change

1.1. StateState: Present and New State: Present and New State2.2. TransitionTransition: From Present to New State: From Present to New State3.3. PlanningPlanning: For change: For change4.4. ImplementationImplementation: For change: For change5.5. TechnologyTechnology: Change for new technology: Change for new technology6.6. TrainingTraining: For change: For change 7.7. CostCost: Cost-Benefit Analysis of change: Cost-Benefit Analysis of change8.8. Monitoring and EvaluationMonitoring and Evaluation: Of change: Of change9.9. AdoptionAdoption: By organisation and individuals: By organisation and individuals10.10. Change ManagementChange Management: Managing change: Managing change


77

III. Types of ChangeIII. Types of Change

1.1. PlannedPlanned and and EmergentEmergent (Unplanned) (Unplanned) ChangesChanges

2.2. EpisodicEpisodic (Replacement of one (Replacement of one programme by another) and programme by another) and ContinuousContinuous (ongoing/incremental) Changes(ongoing/incremental) Changes

3.3. DevelopmentalDevelopmental (improving existing (improving existing situation-first order), situation-first order), TransitionalTransitional (new (new state-second order) and state-second order) and TransformationalTransformational (radical, second order) (Ackerman)(radical, second order) (Ackerman)

4.4. Change Change due todue to E-government E-government5.5. Change Change forfor E-government E-government


88

IV. Models of ChangeIV. Models of Change

1.1. 7 S Model7 S Model2.2. PESTELI ModelPESTELI Model3.3. Five WhysFive Whys4.4. Theory of Constraints Theory of Constraints 5.5. Forced Field AnalysisForced Field Analysis6.6. CEC ModelCEC Model7.7. Business Process ReengineeringBusiness Process Reengineering8.8. Beckhard and Harris ModelBeckhard and Harris Model9.9. ADKAR ModelADKAR Model10.10. Change Management IcebergChange Management Iceberg


99

1. 7S Model1. 7S Model

Waterman, Peters and Phillips (1980) developed it working for McKinsey

Peters and Waterman surveyed 62 successful US companies in the late 1970s using the 7S Model.

Their book In Search of Excellence (1982) became a management bestseller in 1980s


1010

7S Model7S Model

1. Strategy (Plan of Action)2. Structure (Organisational

Chart)3. Systems (Procedures)4. Staff (Personnel)5. Style (Management Style)6. Shared values (Guiding values)7. Skills (Capabilities)


1111

2. PESTEL Model2. PESTEL Model

It is a It is a checklistchecklist for understanding for understanding change:change:

P: Political factorsP: Political factors

E: Economic factorsE: Economic factors

S: Social factorsS: Social factors

T: Technological factorsT: Technological factors

E: Ecological factorsE: Ecological factors

L: Legislative factorsL: Legislative factors© Dr D.C.Misra 2009© Dr D.C.Misra 2009October 24, 2009October 24, 2009

1212

3. Five Whys3. Five Whys

Senge et al. (1994) Simple tool for analysis of a Problem Why? (My Internet connection broke down) Why? (There were repairs in nearby room) Why? (His Internet connection broke down) Why? (There was no proper maintenance) Why? (There was no supervision) Answer: Repairs must be supervised.


1313

4. Theory of Constraints4. Theory of Constraints Goldratt and Cox, 1993 Goldratt and Cox (1992): The Goal,

Goldratt (1994): It’s not luck, Goldratt (1997): Critical Chain, Goldratt and Cox (2004): The Goal : A Process of Ongoing Improvement

View a process as a whole. (All phases) Identify constraints that impede the flow Ease the identified constraints to improve

the flow The flow at the slowest phase will be the

speed of flow of the entire process.


1414

5. Forced Field Analysis5. Forced Field Analysis

Force field analysis (Lewin, 1951) Tells us whether organisational

change will occur. Based on concept of “force,” or

people’s perception of change Driving forces Restraining forces Equilibrium


1515

Forced Field AnalysisForced Field Analysis

Lewin’s Three Fundamental Assertions:1. Increasing the driving forces results in an

increase in the resisting forces; the current equilibrium does not change but is maintained under increased tension.

2. Reducing resisting forces is preferable because it allows movement towards the desired state, without increasing tension.

3. Group norms are an important force in resisting and shaping organisational change.

Source: Iles and Sutherland 2001


1616

6. The CEC Model6. The CEC Model Peter Senge, founder of the Centre for Organizational Peter Senge, founder of the Centre for Organizational

Learning, MIT's Sloan School of ManagementLearning, MIT's Sloan School of Management Fifth Discipline: The Art and Practice of Learning Fifth Discipline: The Art and Practice of Learning

OrganisationOrganisation (1990) (1990) Difference between Commitment, Enrolment and Compliance Commitment-Apathy Continuum No need to for everyone to be “fully committed” to change Analyse who needs to change and to what extent and draw straegy for change accordingly


1717

The CEC ModelThe CEC Model

Commitment, Enrolment and Commitment, Enrolment and ComplianceCompliance

Commitment

Enrolment

Genuine Compliance

Formal Compliance

Grudging Compliance

Non-compliance

Apathy

Figure: Commitment-Apathy Continuum

Source: Based on Iles and Sutherland 2001


1818

7. Business Process 7. Business Process ReengineeringReengineering

Hammer and Champy (1993) BPR: ... the fundamental rethinking and radical

redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed.

Steps in BPR: 1. Prepare the organisation2. Fundamentally rethink the way that work

gets done3. Restructure the organisation around the

new business process.4. Implement new information and

measurement systems to reinforce change.


1919

8. Beckhard and Harris Change 8. Beckhard and Harris Change ModelModel

Beckhard and Harris Change Model (1987) is Beckhard and Harris Change Model (1987) is a formulaa formula

It is attributed to David GleicherIt is attributed to David Gleicher It supercedes Taylor’s scientific management It supercedes Taylor’s scientific management

(Taylorism) based on “command-and-control” (Taylorism) based on “command-and-control” aproach which assumed:aproach which assumed:

Workers work, Managers thinkWorkers work, Managers think Taylorism, reflective of industrial age, has Taylorism, reflective of industrial age, has

been replaced by “human relations been replaced by “human relations movement” recognising worker involvementmovement” recognising worker involvement


2020

Beckhard and Harris Change Beckhard and Harris Change ModelModel

Beckhard and Harris formula states thatBeckhard and Harris formula states that

D x V x F > RD x V x F > R

where D= Dissatisfactionwhere D= Dissatisfaction

V= VisionV= Vision

F= First StepsF= First Steps

R= ResistanceR= Resistance Note that no factor on left hand side Note that no factor on left hand side

should be zero, otherwise change will also should be zero, otherwise change will also be zero.be zero.


2121

9. The ADKAR Model9. The ADKAR Model

AwarenessAwareness of the need to change of the need to change DesireDesire to participate and support to participate and support

the changethe change KnowledgeKnowledge of how to change (and of how to change (and

what the change looks like)what the change looks like) AbilityAbility to implement the change on to implement the change on

a day-to-day basisa day-to-day basis ReinforcementReinforcement to keep the change to keep the change

in placein place


2222

10. Change Management 10. Change Management IcebergIceberg

This model of Wilfried Krüger deals This model of Wilfried Krüger deals with barriers to changewith barriers to change

It is strong visualisation of change in It is strong visualisation of change in organisationsorganisations

The tip of the iceberg is seen by The tip of the iceberg is seen by change managers while the rest is change managers while the rest is ignoredignored

Change managers thus consider Cost, Change managers thus consider Cost, Quality and Time (Issue Management)Quality and Time (Issue Management)


2323

Change Management Change Management IcebergIceberg

Below the surface there are two more Below the surface there are two more dimensions of Change and dimensions of Change and Management:Management:

(i) Management of Perceptions and(i) Management of Perceptions and

BeliefsBeliefs

(ii) Power and Politics Management(ii) Power and Politics Management Below the surface are Below the surface are PromotersPromoters, ,

OpponentsOpponents, , Hidden OpponentsHidden Opponents and and Potential PromotersPotential Promoters


2424

V. Change in GovernmentV. Change in Government

Sources of Change in GovernmentSources of Change in Government Electoral ProcessElectoral Process, for example, General , for example, General

Elections every five yearsElections every five years Such change in Government means Such change in Government means

basic basic

“ “3P Changes,” namely, in Policies, 3P Changes,” namely, in Policies, Programmes and PersonnelProgrammes and Personnel

Legislative ProcessLegislative Process, for example, by , for example, by passing an act of Parliamentpassing an act of Parliament


2525

Change in GovernmentChange in Government Such change may create new entities like Such change may create new entities like

Department of IT, Computer Board and CIODepartment of IT, Computer Board and CIO MediaMedia, for example, by urging change in , for example, by urging change in

specific public policies and programmesspecific public policies and programmes SocietySociety, for example, by inducing changes , for example, by inducing changes

in public policies and programmes due to in public policies and programmes due to increased expectations, availability of new increased expectations, availability of new technology, etc.technology, etc.

Civil ServiceCivil Service, for example, by suggesting , for example, by suggesting changes in public policies and programmes changes in public policies and programmes while contributing to their development or while contributing to their development or implementing themimplementing them


2626

VI. Change due to E-VI. Change due to E-governmentgovernment

Fear of new TechnologyFear of new Technology Disrtuptive nature, break with pastDisrtuptive nature, break with past Lack of Knowledge and Skills in Computer Lack of Knowledge and Skills in Computer

hardware and softwarehardware and software Diffficulties in joining Gov with IT to make Diffficulties in joining Gov with IT to make

E-gov, or Gov+IT=E-govE-gov, or Gov+IT=E-gov Radically new methods of working and Radically new methods of working and

proceduresprocedures Absence of Training/Coaching/Ready HelpAbsence of Training/Coaching/Ready Help


VII ConclusionVII Conclusion

Change is very difficult to achieve in Change is very difficult to achieve in E-governmentE-government

A carefully drawn up change A carefully drawn up change management plan prepared in management plan prepared in consultation with all stakeholders consultation with all stakeholders alone can helpalone can help

The change management plan should The change management plan should be part of a larger e-business plan for be part of a larger e-business plan for e-governmente-government

2727© Dr D.C.Misra 2009© Dr D.C.Misra 2009October 24, 2009October 24, 2009

2828

Change Management for Change Management for E-governmentE-government

With this I conclude my With this I conclude my presentation.presentation.

Thank you for your Thank you for your attention. attention.

And Have a Nice Day!And Have a Nice Day!
