1. 10 Change Management and Knowledge Management
Module: Knowledge Management
10 Change Management and Knowledge Management
Copyright: Dr. Michael Lim

2. 5 Steps of Knowledge Management
1. Process Mapping
2. Social Network Mapping
3. Knowledge and Knowledge Process Mapping
4. Strategy and Analysis
5. Change Management

3. Environment-Strategy-Structure-Operations (ESSO) Business Model
(copyright: Dr. Michael Lim 2010)
PESTEL and Opportunities and Threats
- How do they affect us and our Customers, Competitors & Suppliers
Environment
Operations
Operational
Competitive priorities
Cost
Quality
Time
Flexibility
Innovation
Affective
Strategy
Key activities
Key resources
Key competitors
Key suppliers and partners
Key customers- segment, channel (e.g. direct, franchise)
Cost and Revenue
Market opportunities
Competitive advantage
Resource based view
Market access e.g. government contracts
Customer base– broad or narrow/ focused/ niche
Knowledge Management
Knowledge in people’s heads
Documents, Databases and Resource Planning Programs
Strategy, Structure and Operations
Structure
Hierarchy
Community (flat)
Mixed
Design Copyright: Dr. Michael Lim (2010)
Lim, M Environment-Strategy-Structure-Operations (ESSO) Business Model. Knowledge Management Module at Bangor University, Wales. Available at:
(last accessed 02/12/10)

4. Today’s Lecture Why do organizations plan to change?
Primary barrier to change
Why are people resistant to change?
Questions to ask before implementing change
Lewin’s Theory of behaviour modification for change management
Styles and tactics for managing change
Learning Organization
Case Study: Wikipedia

5. So… why should I stay awake?
Understand what prevents change in organizations
Understand how to implement change in organizations carefully
Understand how to plan for a learning organization that is capable of changing with the environment
Explore a social knowledge construction platform- Wikipedia
Understand the influence of motivation on change management- Wikipedia

6. Why do organizations plan to change?
Respond to new Opportunities or Threats
Anticipation of the above

7. Primary barrier to change
People

8. Why are people resistant to change
Power- “Why must I listen to you?”
Perception- “That’s the way to do it.”
Habit- “I am used to doing it that way.”
Inconvenience- “It’s troublesome to change.”
Money- “Am I earning less? Will I lose my job?”
Security- “That’s the way it has always been done.”
Adapted from Johnson, G., and K. Scholes Exploring Corporate Strategy. Fifth edition. Prentice Hall Europe, London.

9. Questions to ask before implementing Change
1. Who does the change affect?
2. Who will sustain the change?
3. Is the change easy to understand and accept?

10. Integrating Knowledge
1. Unfreeze Macroprocess
Probe and map
Heat
2. Integrate Macroprocess
Manipulate
Fit
3. Freeze Macroprocess
Monitor
Reinforce
Adapted from Lewin, A Field Theory in Social Science. Harper, New York.
- Unfreezing, movement, refreezing

11. Lewin’s Theory of Behaviour Modification for Change Management
1. Unfreezing
Probe and map the forces that maintain behaviour in its present form
Communicate need for change
2. Movement
Development of new attitudes or behaviour
Implement change
3. Refreezing
Stabilize change
Reinforce e.g. policies
Adapted by Mullins, L. J Management and Organizational Behaviour. Seventh Edition. Dorling Kindersley, Delhi. From Lewin, A Field Theory in Social Science. Harper, New York.

12. Forcefield analysis Forces for change Forces against change
Johnson, G., and K. Scholes Exploring Corporate Strategy. Fifth edition. Prentice Hall Europe, London.

13. Styles of Managing Change
Direction
Education and Communication
Collaboration
Intervention
Coercion
Johnson, G., and K. Scholes Exploring Corporate Strategy. Fifth edition. Prentice Hall Europe, London.

14. Change Tactics Coherent change throughout the organization
Use of the appropriate change agents
Timing
Caring approach to job losses or those who suffer as a result of the change
Visible short-term wins
Johnson, G., and K. Scholes Exploring Corporate Strategy. Fifth edition. Prentice Hall Europe, London.

15. Learning Organization
Traditionally, organizations are seen as hierarchies that maintain order and control, building stability and achieving efficiency (exploitation).
Now, the environment is fast changing, we need learning organizations that are fast at processing people’s collective knowledge and keeping in step with the customers’ changing demands (both exploitation and exploration).
Johnson, G., and K. Scholes Exploring Corporate Strategy. Fifth edition. Prentice Hall Europe, London.

16. Four Premises of Learning Organizations
Organizational learning involves a tension between exploration and exploitation
Organizational learning is multi-level: individual, group, and organization
The three levels of organizational learning are linked by social and psychological processes: intuiting, interpreting, integrating, and institutionalizing (4I’s)
Cognition affects action (and vice versa)
Crossan, M. M., H. W. Lane, R. E. White An organizational learning framework: from intuition to institution. Academy Management Review 24 (3)

17. Crossan, M. M. , H. W. Lane, R. E. White. 1999
Crossan, M. M., H. W. Lane, R. E. White An organizational learning framework: from intuition to institution. Academy Management Review 24 (3)

18. Case Study: Social construction of knowledge
Taking a look at Wikipedia
Issues
Quality
Power of incumbent volunteers
How to bring about change in an existing system that is being run by volunteers?