Week 6 2007 IS33 Change Management 1

COMP3470 IS33 People-Centred Information Systems Development

Week 6

Domain: Change Management

School of ComputingFACULTY OF Engineering

IS33 Change Management 2Week 6 2007

Change Management Pettigrew (1998) defined a change programme as “a focused,

often high investment attempt to create system-wide change using pre-packaged products and technologies”.

There was a long line of change management programmes - MBO, OD, TQM, BPR, …

Usually with these 4 phases:

high profile adoption - hope - disappointment - disillusion (what now?)

(of course, there were also happy endings!!)

sustainability is a constant and recurrent challenge for change programmes

IS33 Change Management 3Week 6 2007

Change Management - Peppard & Rowland (1995)

Create the environment

frog boilingwater ?

frog cold water heat ?

(crisisleads tochange)

(requiresvision tomotivatechange)

IS33 Change Management 4Week 6 2007

Peppard & Rowland (cont.)

Individual’s reactions to change

unaware

shock

denial

acceptance

searching

action

disruption

Management - to ‘pull’ people through these stages

IS33 Change Management 5Week 6 2007

Organisational impacts of new IS May be +ve or –ve or both Look at job content and job satisfaction Look at power structure and politics Look at job opportunities and career

prospects

…refer to Andrew & Stalick’s “9 dimensions”, discussed in BPR lecture

…use Leavitt’s diamond to see how one change might lead to other changes

…see handout (Jones, Aguirre & Calderone)

IS33 Change Management 6Week 6 2007

Jones, Aguirre & Calderone (2004)

Are we in ‘a culture that just keeps moving all the time’ ?

The 10 Principles of Change Management:communication – explain, motivate and lead;cultural change – audit, implementation,

prepare for surprises importance of understanding the human side

of change management

IS33 Change Management 7Week 6 2007

Pearlson & Saunders 2004 automate vs informate (Zuboff) – deskilling vs

enrichment Framework for job design impacts (p.84) How IT changes the nature of work

Creating new types of work Changing the way work is done Changing communication patterns Changing organisational decision making and

information processing Changing collaboration Changing where work is done

IS33 Change Management 8Week 6 2007

15 Steps in ETHICS

1. Why change

2. System boundaries

3. Description of existing system

4.5.6. Definition of key objectives and tasks

7. Diagnosis of efficiency needs

8. Diagnosis of job satisfaction needs

9. Future analysis

10. Specifying and weighting efficiency and job satisfaction needs and objectives

11. Organisational design of new system

12. Technical options

13. Preparation of detailed work design

14. Implementation

15. Evaluation