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Change management strategy_team_xyz

This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.

Leadership & Management◦
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Change Management Strategy Professor Tomas Benz Presentator: Nguyen Dao Tan Bao Pham Huy Thanh
• wHERE Where is Change management strategy In organization environment ?
agenda • Introduction • Three Models o Tradition IS Model o Facilitator Model o Advocate Model • Implication • Summary
Objectives To stimulate information systems specialists’ efforts to become more effective and credible agent of organizational change
Why do IS specialists need to become better agents of organizational change ?
• wHERE Who are IS specialists and what they do in an organization?
http://www.youtube.com/watch?v=fIecCuK5tj4
Why do IS specialists need to become better agents of organizational change?
Reasons • Change Agentry will become a large part of IS work • To improve IS specialist credibility
Reasons • Change Agentry will become a large part of IS work • To improve IS specialist credibility
Reasons • Change Agentry will become a large part of IS work • To improve IS specialist credibility
Two Basic Issues Substantial disagreement in theory and practice about what is means to be “an agent of organizational change”
Two Basic Issues (cont’d) • Change agent roles grow out of, and are maintained by, various structural conditions o Structural conditions are social and economic arrangements, e.g. reporting relationships and policies, that influence the processes of IS work
Change agentry models • Traditional IS Change-Agent Model o Role Orientation o Consequences o Structural Conditions • The Facilitator Model • The Advocate Model
Traditional IS model
Role Orientation Information technology as the real cause of change.
Role Orientation IS specialists don’t have to ‘do’ anything to make change other than build systems or install technology
Role Orientation • The specific goals of technical change should be set by others, usually organizational managers. • NO responsible for achieving change or improvements in organizational performance
Role Orientation EXPE RT Technical matter in Business matter Behavioral issues involving the use of systems.
consequences
Many IT failures ‘Implementation’ problems rather than technical problems
Many IT failures We’re [the IS group is] a common carrier – we make no guarantees about data quality. As for the problem of obsolescence, if they [the users] don’t know it by now it is not my job to tell them. (Orlikowski and Gash, 1994)
Consequences IS inhibiting change • Block organizational change rather than promote it
Consequences IS inhibiting change • Block organizational change rather than promote it • Technical change creates problems and vulnerabilities
Consequences IS inhibiting change • Block organizational change rather than promote it • Technical change creates problems and vulnerabilities • Increases in workload and working hours
Consequences Reduced IS credibility Change agents may have low credibility because clients perceive them to be ‘heterophilous’ (different in background, beliefs systems, interests) (Rogers, 1995) or to lack ‘value congruence’ (Sitkin and Roth, 1993)
Feel good when expertise is used. Distrust & Withold Data Incorrect diagnoses and solutions Lack commitment to implementing solutions
Resistance is often people’s reaction to the change agents, not necessarily to the change itself. (Lawrence (1969) )
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Structural conditions • IS is sole-source provider of services • Clients have limited technical and sourcing options • IS has ‘staff’ function • IS is centralized, responsible for many clients • IS builds systems Compatible with role orientation • Systems are bought, not built •Outsourcing IS • Decentralized IS • New technologies that demand different ‘implementation’ activities Incompatib le with role orientation
Facilitator IS model
Role Orientation Organizational change is brought about by people (not technology).
Role Orientation Intervene in (facilitate) group and organizational processes in ways intended to increase the capacity and skills of the clients to create change
Facilitator ‘So long as they act effectively, facilitators are not responsible for the group’s ineffective behavior or its consequences’ (Schwarz, 1994).
Role orientation Facilitator avoids exerting expert or other power over clients
Role orientation EXPE RT Technical matter in Business matter Process
Why might IS specialists benefit from moving in the direction of the facilitator model?
Consequences Greater attention to building user capacity might increase project success and IS credibility o Provide full valid information about the alternatives o Encourage open discussion
Consequences IS has responsibility for IT education and training for clients/users and ensure the training is done right
Consequences Many new information technologies provide greater opportunities
Structural conditions • Avoidance of expertise displays • Non-member status • Lack of line or staff authority over people or performance, not responsible for business result Compatible with role orientation • Valuable expertise in technical or business subject matters • Staff control over clients’ processes, decisions, behaviors • Authority for technical outcomes Incompatib le with role orientation
Structural conditions • Avoidance of expertise displays • Non-member status • Lack of line or staff authority over people or performance, not responsible for business result Compatible with role orientation • Valuable expertise in technical or business subject matters • Staff control over clients’ processes, decisions, behaviors • Authority for technical outcomes Incompatib le with role orientation
Structural conditions • Avoidance of expertise displays • Non-member status • Lack of line or staff authority over people or performance, not responsible for business result Compatible with role orientation • Valuable expertise in technical or business subject matters • Staff control over clients’ processes, decisions, behaviors • Authority for technical outcomes Incompatib le with role orientation
Structural conditions • Avoidance of expertise displays • Non-member status • Lack of line or staff authority over people or performance, not responsible for business result Compatible with role orientation • Valuable expertise in technical or business subject matters • Staff control over clients’ processes, decisions, behaviors • Authority for technical outcomes Incompatib le with role orientation
Structural conditions • Avoidance of expertise displays • Non-member status • Lack of line or staff authority over people or performance, not responsible for business result Compatible with role orientation • Valuable expertise in technical or business subject matters • Staff control over clients’ processes, decisions, behaviors • Authority for technical outcomes Incompatib le with role orientation
Structural conditions • Avoidance of expertise displays • Non-member status • Lack of line or staff authority over people or performance, not responsible for business result Compatible with role orientation • Valuable expertise in technical or business subject matters • Staff control over clients’ processes, decisions, behaviors • Authority for technical outcomes Incompatib le with role orientation
Advocate IS model
Role orientation • Focuses on inspiring organizational members to embrace IT-enabled organizational change. • Uses any means including overt persuasion, covert manipulation, symbolic communication, and sometimes exercise of formal power to effect desired change.
Role orientation • Focuses on inspiring organizational members to embrace IT-enabled organizational change. • Uses any means including overt persuasion, covert manipulation, symbolic communication, and sometimes exercise of formal power to effect desired change.
Consequences • Effectively understand what users want and what they need • Emphasis on communication o Induce improvement on credibility o Enhances interoperability between departments • Fit the issues of IT infrastructure o consensus decision-making approach may result in the optimal organizational result
Structural conditions •No formal managerial authority and no delegated control • Line authority over the change targets and responsibility for achieving business outcome •Occupy staff positions in the organizations for which change targets work Compatible with role orientation •Absence of managerial authority over target • Staff control over target’s processes, decisions, behavior Incompatib le with role orientation
Implications • IS specialist have different levels of skill in client contact & involvement in bringing organizational change • Suggestions: o Intellectually familiar with, behaviorally skilled in, and highly adaptable to the 3 models o To increase credibility and contribute to organizational success with IT
Traditional IS model •Technology causes change •IS specialist has no change responsibilities beyond building technology •Specialist is not responsible for achieving change or improvements in organizational performance •View themselves as technical expert Facilitator model •Clients make change using technology •Facilitator promotes change by helping increase clients 'capacity for change •Facilitator does not hold self responsible for change or improvements in organizational performance but clients are •View themselves as experts in process, not content Advocate model •People, including the change advocate, make change •Advocate increases targets’ awareness of the need for change by using communication, persuasion, shock, manipulation, power •Advocate and change targets are responsible for change and performance improvement
Change management strategy_team_xyz
Change management strategy_team_xyz