How to Win and Influence Tough Users - MEOUG Majlis 2014

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

MEOUG MAJLIS 2014

March 24 & 25 Habtoor Grand Beach Resort, Dubai

#MEOUG


Mohammed Khaiata

ERP Manager

How to Win and Influence Tough Users


According to Panorama Consulting Solutions; 2013

172 respondents

21% reported revenues over $1bn


53%

61% 60%

2013 ERP Report Findings


User Re-sistance

30%

Others70%

Failure Rate


Why Users Resist?

Management Strategies to Resistance

Styles of Change Leadership

Q&A

Agenda


Why Users Resist?


20-60-20 Rule

Why Users Resist?


20% of users will follow any direction you pick

60% of users need to be convinced

20% of users will resist even before you talk

“It doesn’t make any sense”

“Surely it won’t work”

“This is waste of time”

Why Users Resist?


Why Users Resist?C

on

fid

ence

Time

“I’m not sure I know what’s going on”

“I feel overwhelmed”

“I can handle this”

“We can’t do this. It won’t work”

“Actually, things might get better”

“This could be a better way of doing it”

“This way is more effective”


Equation of Change (Beckhard)

Why Users Resist?

Behavior=

Perception * (Information + Experience)


Four Root-Causes

Individual Issues

System Issues

Organizational Issues

Process Issues

Why Users Resist?


Management Strategies

“If you want to make enemies, try to change something”~Woodrow Wilson


It has to be planned



The Three Main Pillars

Effective Planning and Direction

Effective Communication

Effective Education and Support




Clear Consistent Plan

Understanding of Processes and Systems

• Process Reengineering vs. Customizations



Plot Your Stakeholders

In terms of Power; where is

• Positive 20%

• Negative 20%

• Main Stream 60%




Field Force Analysis (Kurt Lewin):


http://www.google.ae/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&docid=QZSTOqpoZ6kebM&tbnid=wJweaKtRTw47qM:&ved=0CAYQjRw&url=http://www.mftrou.com/Lewins-force-field-analysis.html&ei=PTcsU92mCMaf0QXIzIHABQ&bvm=bv.62922401,d.ZGU&psig=AFQjCNEm1CwbICLp7LmST55EPVy-7GJtHQ&ust=1395492941866516



The Future Wheel (Jerome Glenn):



Effective Communication

Top – Down Communication

Listening to Feedback

Marketing

Branding



Effective Education and Support

Training

Help Desk

• FAQs

• Forums

• Knowledge Bases

Incentives



Clearing the Root Causes

Individual Issues

System Issues

Organizational Issues

Process Issues



Clearing the Root Causes – Individual Issues

Uncertainty

• Effective Communication

• Effective Planning and Direction




Ignoring User Input

• Effective Planning

• Active Engagement

• Engaging Top Management




Loss of Control, Power or Prestige

• Effective Communication

• Process Owners / SPOCs

• Proper Design of Roles

• Engaging Top Management




Self - Efficacy

• Effective Training and Support

• Empowering Subordinates

• Gradual Learning Curve




Ownership of Old Processes

• Effective Engagement

• Effective Training and Support



Clearing the Root Causes – System Issues

Technical Problems

• Prioritize Solutions

• Share Plans



Clearing the Root Causes – System Issues

Complexity

• Try to simplify as much as possible

• Confine User Scope

• Train, Train and Train

• Empower Subordinates



Clearing the Root Causes – Organizational Issues

Culture

• Peer Pressure

• Taskforces

• Competition

• Rewarding System

• Job Rotation




Communication

• Closed Loop Cycle

• Segregating Audience

• Site Visits

• Action on Feedback




Training

• Full Training Program

• Pervasive Material

– User Manuals

– Computer Based Training CBT

– Frequently Asked Questions FAQs

– Live Chat Sessions

– Hot Line



Clearing the Root Causes – Process Issues

Job / Skill Change

• Effective Training

• New Team Members

• Empowering Subordinates




Workload

• Share with others

• Revise Job Descriptions

• Be Patient With Change Adoption Curve

• Discontinue Legacy Systems / Practices




Lack of Fit

• Revisit the Objectives of the Reengineered Process

• Revisit the Organization Structure

• Revisit the Roles and Responsibilities



Directive:



Directive:

Splitting to Milestones

Documenting Standards

Retraining employees

Arranging Voluntary Job Transfers



Participative:



Participative:

Engaging Employees as early as Initiation

Creating Communication Channels Between Employees

and Management

Arranging Morale-Boosting Activities; Parties, Boot-camps,

Workshops, Newsletters, etc.



Consultative:



Consultative:

Conducting Orientation Sessions

Providing one-to-one Discussions

Providing Emotional Support

Listening and Acting on Complaints



Coercive



Coercive:

Threatening of Losing Job

Threatening of Losing Promotion

Firing

Transferring to Disliked Destinations



Plan for Change

Engage The Right Stakeholders

Follow Situational Leadership

Read between the lines

Conclusion


Q & A

How to Win and Influence Tough Users - MEOUG Majlis 2014

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