Ch14 Change

8/8/2019 Ch14 Change

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Managing Organizational Change,Resistance, and Conflict


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IT Systems may be a technical

success but an organizational

failure.


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Common False Beliefs

People want this change.

Monday morning well turn on the new system and theyll use

it.

A good training program will answer all of their questions andthen theyll love it.

Our people have been through a lot of changewhats one

more change going to matter?

We see the need for helping our people adjust, but we had tocut something

They have two choices: they can change or they can leave.


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Possible Results of false beliefs

The change may not occur.

People will comply for a time and then do things

to get around the change.

Users will accept only a portion of the change.

The full benefits of the project are never realized

or are realized only after a great deal of time andresources have been expended.


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Change Management

The transforming of the organization so it

is aligned with the execution of a chosen

corporate business strategy. It is the

management of the human element in a

large-scale change project.

- Gartner Group


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The Nature ofC

hange

The Impact of Change - Whether we view change

as positive (anticipation) or negative (dread), there

is a certain amount of stress that accompanies eachchange.

Assimilation - is the process of adapting to change

and determines our ability to handle current and

future change(Davidson 2002)


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Assimilating

Change


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The Nature ofC

hange

Change as a Process

Force Field Analysis or change theory (Lewin 1951)

Driving Forces Facilitating change

Resisting Forces Barriers to change

Three concepts

Unfreezing (the present state)

Changing (the transition state) Refreezing (the desired state)


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The Nature ofC

hange

Transition the neutral zone

Problems arise when managers do not understand,

expect, or acknowledge the neutral zone.

Rushing often results in confusing on the part of

those in the neutral zone.

People do not like being caught in the neutralzone.


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L

ewisC

hangeP

rocess Model


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The Nature ofC

hange

Emotional Responses to Change

Kbler-Ross Grieving Model may be applicable for

understanding reaction to significant change Denial

Anger

Bargaining

Depression

Acceptance


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TheC

hange ManagementP

lan


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The Change Management Plan

Assess Willingness, Readiness, and Ability to Change

Sponsor Initiating vs. sustaining sponsor

Change Agents

The project manager and team

Targets of Change

The users

Must understand

The real impacts of the change The breadth of change

Whats over and whats not

Whether the rules for success have changed


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Assess Willingness, Readiness, and Ability to Change

Leavitts Model of Organizational Change

Interdependence of components


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Develop or Adopt a Strategy for Change

RationalEmpirical Approach

Provide each individual with Picture, Purpose, Part to Play

Normative-Reeducation Approach Focus on the core values, beliefs, and established relationships that make

up the culture of the group.

Power-Coercive Approach

Compliance through the exercise of power

Environmental-Adaptive Approach

Although people may avoid disruption and loss, they can still adapt to

change


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Implement theC

hange ManagementP

lan andTrackProgress

Track Progress using project tools (Gantt, Pert, etc.) to

gauge how well organization is adapting to the change. Communication

Watch out for the rumor mill!

Media is important

Must flow in both directions


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Evaluate Experience and Develop Lessons Learned

Experiences should be documented and made available

to other team members and other projects so thatexperiences can be shared and best practices

Overall success of the change management plan

should be evaluated

Adds new form and functionality to the projectorganizations IT project methodology.


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Dealing With Resistance andC

onflict

Resistance

should be anticipated from the outset of the project

(rumors and gossip) Once the change is compromised, management and the

project team will lose credibility, and the organization

may become resistant to all future changes


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onflict Resistance

May arise for valid reasons

May occur even when those resisting know the change will

be beneficial Is a natural part of any change process

Change agents dealing with resistance should:

listen not argue

clearly communicate boundaries of change

understand that empathizing is not necessarily agreeing


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onflict Conflict

Although conflict is one of the things most of us

dislike intensely, it is inevitable. Most often whenwe try to avoid conflict, it will nevertheless seekus out. Some people wrongly hope that conflictwill go away if it is ignored. In fact, conflictignored is more likely to get worse, which can

significantly reduce project performance. The bestway to reduce conflict is to confront it.

(Verma, 1998)


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onflict

Different Views of conflict

Traditional conflict is negative and should be avoided

Contemporary conflict is inevitable and natural and can

be positive or negative

Interactionist View conflict is an importantand necessary

ingredient for performance.


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Dealing With Resistance and Conflict

Categories of Conflict

Conflicts associated with the goals, objectives, or

specifications of the project.

Conflicts associated with the administration, management

structures, or underlying philosophies of the project.

Conflicts associated with the interpersonal relationships

among people based on work ethics, styles, egos, or

personalities.


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Approaches for managing conflict

Avoidance

Retreat, withdraw, or ignore conflict

Accommodation Appease the parties in conflict

Forcing

Dominant authority resolves conflict

Compromise Bargaining

Collaboration

Confronting and attempting to solve the problem by incorporating

different ideas, viewpoints, and perspectives.


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Each conflict situation is unique and the choice of anapproach to resolve conflict depends on:

Type of conflict and its relative importance to the project.

Time pressure to resolve the conflict.

Position of power or authority of the parties involved.

Whether the emphasis is on maintaining the goals or

objectives of the project or maintaining relationships.


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Polarity Management

required when two sides (i.e. advocates of change and those

resisting change) end up in a polarity where each side can only

see the upsides or advantages of their pole and the downsides ordisadvantages of the other.

suggests both sides should:

Clarify what you value and what you do not want to lose.

Let the other side know that you are aware of the downsides of thepole you favor.

Assure the other side that you want to maintain the upsides of their

pole.


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Polarity Mapping identifying the upsides and downsides each

side is advocating

Crusaders

want to change the status quo and are supporters of change. contribute by identifying the downsides of the current pole

provide the energy to move away from the current pole.

Tradition Bearers

are at the opposite end of the pole and wish to preserve the best of the

past and present.

identify the upsides of the current pole and the downsides of the opposite

pole.

help identify things that should be preserved


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Polarity Mapping


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P

olarity Mapping Helps people get away from seeing their current

initiative as being the only solution to the

problem Not a case of choosing one idea over another

Recognizes that both polarities must be managed

simultaneously

Ch14 Change

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