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Chapter 6
Change Management and System Implementation
1
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 behavior patterns of people within the organization
Includes both a vision and a plan
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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2
CHANGE MANAGEMENT
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.
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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3
CHANGE MANAGEMENT TERMINOLOGY
External and internal forces for change
Change agent or change leader
Gap analysis
Resistance to change
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
4
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
5
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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6
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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7
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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8
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.
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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9
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 organization (culture)
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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10
People
NADLER’S CONGRUENCE MODEL
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
11
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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12
KOTTER’S EIGHT-STAGE MODEL
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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13
KOTTER’S EIGHT-STAGE MODEL
The last stage is required to ground the changes in the corporate culture (“refreezing”) 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.
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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14
REASONS FOR SYSTEMS FAILURE
Leadership
Planning
Change management
Communication
Training
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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15
Reasons for Systems Failure: LEADERSHIP
Lack of executive support
Project managers lacking in leadership skills
Team of individuals committed to change
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
16
Reasons for Systems Failure: PLANNING
Clearly identified scope and strategy
Adequate funding
Adequate staff to manage the project
Time requirements estimated properly
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
17
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
18
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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19
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
20
20
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
21
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)
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
22
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
23
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
24
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
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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