Change Management - U.camdemyu.camdemy.com/sysdata/doc/2/236ffba8dfb92ff6/pdf.pdfNADLER’S ONGRUENE...

Kavanagh, Human Resource Information Systems, Third Edition© 2015 SAGE Publications, Inc.

Chapter 9

Change Management

Implementation, Integration, and Maintenance of the Human

Resource Information


CHANGE MANAGEMENT • “Systematic Process Of Applying The Knowledge, Tools And Resources

Needed To Effect Change In Transforming An Organization From Its Current State To Some Future Desired State As Defined By Its Vision”

• Must Also Consider Altering Behaviour Patterns Of People Within The Organization

• Includes Both A Vision And A Plan

• Change management is focused more on changing employees’ attitudes and behavior than OD, which is also interested in changing employees’ attitudes and behaviors; but CM is only one part of an OD intervention..

• Change management can be used on projects which can be either larger or smaller in scope because it is only focused on changing the attitudes and behaviors of the individuals in that organization, which are important in any OD project.

• Change management must consider altering the mindset and behavior patterns of the people within that organization.


CHANGE MANAGEMENT TERMINOLOGY

• External And Internal Forces For Change

• Change Agent Or Change Leader

• Gap Analysis

• Resistance To Change


MODELS OF THE CHANGE PROCESS

• Action-research Model

• Lewin’s Change Model

• Gleicher’s Change Formula

• Nadler’s Congruence Model

• Kotter’s Eight-stage Change Model


ACTION-RESEARCH MODEL

• General Perspective To Use In Any Planned Change Effort – Approach To The Management Of Change

• Interaction Of Managerial Or Organizational Action And Research That Both Evaluates The Action Taken And Provides Data For Future Planning Of The Change Effort


ACTION-RESEARCH MODEL

Initial Data

Collection and Gap Analysis

Figure 9.1

Feedback Of Results

Action

Planning

Implementing Planned Change

Data Collection and

Analysis To Evaluate Changes


LEWIN’S CHANGE MODEL

Unfreezing

• Destabilize (Unfreeze) The Old Ways Of Doing Things

• People Need To Know What Drives The Change

• Kotter’s (1996) Sense Of Urgency

• Psychological Safety


LEWIN’S CHANGE MODEL

• Changing/Transition

– Focus On Helping Change The Behavior

– Ending Neutral Zone New Beginnings

• Refreezing

– Stabilize The Organization

– Often Requires Changes In Organization’s Culture And Norms, Policies And Practices


GEICHER’S CHANGE EQUATION FORMULA

Helps Us Assess This Degree Of Readiness As Follows C = (D × V × F) > R

• C is the change, D the dissatisfaction with status quo, V the vision, F the first steps (feasibility), and R the resistance to change (costs)

• All Three Forces For Change Must Be Active To Offset The Forces Against The Change

• If Any One Of The Three Is Missing, The Product Of The Equation Will Tend Toward Zero And Resistance To Change Will Dominate.


NADLER’S CONGRUENCE MODEL

• Need Congruence (“Fit”) Between The Various Organizational Subsystems For Optimal Performance

• Components:

– Input, Strategy, Output And Operating Organization

• Transformation Processes:

– Strategy, Work, People, Formal Organization (Structure) And Informal And Organization (Culture)


INPUT

Environment

Resources

History

OUTPUT

System

Unit

Individual

Informal

Organization

Work

Formal

Organization

People

People

Strategy

NADLER’S CONGRUENCE MODEL

Figure 9.3


KOTTER’S EIGHT-STAGE MODEL

• First Four Stages Focus On “Unfreezing”

– Establishing A Greater Sense Of Urgency

– Creating The Guiding Coalition

– Developing A Transformational Vision And Strategy

– Communicating The Change Vision



• The Next Three Stages Introduce Many New Practices (“Change/Transition”);

– Empowering A Broad Base Of People To Take Action

– Generating Short Term Wins

– Consolidating Gains And Producing Even More Change



• The Last Stage Is Required To Ground The Changes In The Corporate Culture (“Re-freezing”) And Make Them Stick. – Institutionalizing New Approaches In The Culture

• The Model Requires That All The Stages Must Be Worked Through In Order, And Completely, To Effect Change Successfully.

– More Than One Step May Be Activated At Any One Time.


REASONS FOR SYSTEMS FAILURE

• Leadership

• Planning

• Change Management

• Communication

• Training


Reasons for systems failure: LEADERSHIP

• Lack Of Executive Support

• Project Managers Lacking In Leadership Skills

• Team Of Individuals Committed To Change


• Clearly Identified Scope And Strategy

• Adequate Funding

• Adequate Staff To Manage The Project

• Time Requirements Estimated Properly

Reasons for systems failure: PLANNING


Reasons for systems failure: CHANGE MANAGEMENT

• Ongoing Challenge For HR Leaders And Organizations

• A Review Of The Research Literature On Change Suggests That A Large Percentage Of Change Efforts End In Discouraging Results.

– Experts Suggest That The Figure May Be As High As

70% (Mourier & Smith, 2001; Pascale & Millemann, 1997)

• Considerable Room For Improvement


Reasons for systems failure: COMMUNICATION

• Makes The Difference Between Success And Failure

• Getting People “Unstuck” Is A Huge Communication Challenge

• Ideally, People Participate From Beginning To End


TRAINING

• Ongoing, Effective Training Is Essential

• Training Plan In The Beginning With Full Training Just Before System Will Be Used

• Advanced Training In Phases

• Involve “Power Users”


CULTURAL ISSUES IN HRIS IMPLEMENTATION

• Can Be Helpful Or Harmful To The Change Efforts.

• Defined As A Complex Set Of Shared Beliefs, Guiding Values, Behavioral Norms, And Basic Assumptions Acquired Over Time That Shape Our Thinking And Behavior

• Need To Understand The Organization’s Cultural Profile


CULTURAL ISSUES

• Whenever There Is An Incongruity Between

The Current Culture And The Goals Of The

Change Initiative, The Culture Always Wins

(Conner, 1998, P. 207)


RESISTANCE TO CHANGE

• Groups And Individuals Resist Change

• Loss Of Control Over Their Lives.

– Leads To Uncertainty About Their Future

– Need Effective Two-way Communication

• Comfort Level With Current Organizational Performance


RESISTANCE TO CHANGE

• Employee Burnout And Cynicism From Series Of Failed Change Initiatives

• Should Be Anticipated And Addressed

– Proactive, Continuous Communication And Effective, Ongoing Training


USER ACCEPTANCE

• Ultimately, Acceptance Represents Project Success

• Understand Users

• Involve End Users

• Involve Resistant Users

• Institute Phased Implementation Plan

• Offer Rewards To Encourage User Participation In New System

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