Management of Change Title: Change Management Introduction Resistance to change Planning Change Managing Change Through IT Inevitability of Change

Introduction “The essence of managing change is to achieve beneficial outcomes for the organisation arising from the external and internal forces” (Stewart, 1996),

Classic Reasons People Resist Change Loss of face Loss of control Excess uncertainty Surprise The “Difference” Effect “Can I Do it?” Ripple Effect More Work Past Resentments Real threats Competing commitments

A. Machiavelli, The Prince, 1513. “It should be borne in mind that there is nothing more dangerous to carry through than initiating changes. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who prosper under the new. Their support is lukewarm partly from fear of their adversaries, who have the existing laws on their side, and partly because men are generally incredulous, mever really trusting new things unless they have tested them by experience. In consequence, whenever those who oppose the changes can do so, they attack vigorously, and the defense made by the others is ineffective. So both the innovator and his friends are endangered together”. A. Machiavelli, The Prince, 1513.

8 Elements in the Planning of Change

Managing Change through IT (Lewin-Schein ) Unfreezing Change Refreezing Motivation for change Well-defined Objectives Institutional change Impediments Communication Overcome lingering resistance to change Plan Stakeholder Management Plan for resistance to change

Unfreezing Motivators IT as Changer and Changee Pain Real job benefits Charismatic leader IT as Changer and Changee Positive and negative response to the idea of change

Organisational Change Process

Four keys to Implementing Change Leadership plus Facilitation Get the right people involved Team building Secure resources

8 Characteristics of High Performing Teams A clear elevating goal Results-driven structure Competent team members Unified commitment Collaborative climate Standards of excellence External support and recognition Principled leadership As Team Leader, I will

Refreezing Institutionalise the new processes and systems so they become norm Examples of Non-cooperation People update the “official “ database and yes still maintain their own Excel spreadsheets Individuals’ power, status or income is threatened The Information system is inadequate Social intertia Managers do not want to change

Overcoming Resistance to Change Resistance is natural and inevitable Resistance is often subtle and hidden Change manager must find the resistance Understand the motivation for resistance

Overcoming Resistance to Change contin… Listen to what people are and are not saying Communicate so people will feel knowledgeable Address concerns Apply 80/20 rule Put effort into preparing for the change rather than the change itself

Change – an inevitable part of life and work The lessons from who moved my cheese endure Change happens They keep moving the cheese Anticipate change Get ready for the cheese to move Monitor change Smell the cheese often so you know when it is getting old