Slides by: Ms. Shree Jaswal. Chapter 9 Slides by: Ms. Shree Jaswal 1

Transcription

1 Slides by: Ms. Shree Jaswal 1

2 Topics: Introduction, The nature of change, The change management plan, Dealing with resistance and conflicts. 2

3 Common False Beliefs People want this change. Monday morning we ll turn on the new system and they ll use it. A good training program will answer all of their questions and then they ll love it. Our people have been through a lot of change what s one more change going to matter? We see the need for helping our people p adjust, but we had to cut something They have two choices: they can change or they can leave. 3

4 Possible Results of false beliefs The change may not occur. People will comply for a time and then do things to get around the change. Users will accept only a portion of the change. The full benefits of the project are never realized or are realized only after a great deal of time and resources have been expended. 4

5 The transforming of the organization so it is aligned with the execution of a chosen corporate business strategy. It is the management of the human element in a large-scale change project. -Gartner Group 5

6 The Nature of Change The Impact of Change - Whether we view change as positive (anticipation) or negative (dread), there is a certain amount of stress that accompanies each change. Assimilation - is the process of adapting to change and determines our ability to handle current and future change (Davidson 2002) 6

7 Assimilating Change Chapter 9 Slides 1-7 by: Ms. Shree Jaswal

8 Assimilating Change It is important to manage the assimilation of change below the change threshold else people p and/or organizations can exhibit dysfunctional behaviors. Eventually an organization s inability to assimilate change will be reflected in the organization s ability to make profit. 8

9 The Nature of Change Change as a Process: Force Field Analysis or change theory (Lewin 1951): It is a technique for developing a big picture that involves all the forces in favor of or against a particular change. Driving Forces Facilitating change Resisting Forces Barriers to change Lewin s basic model includes 3 concepts: Unfreezing (the present state) Changing (the transition state) Refreezing (the desired state) 9

10 Lewis Change Process Model Chapter 9 Slides 1-10 by: Ms. Shree Jaswal

11 The Nature of Change Emotional Responses to Change Kübler-Ross Grieving Model may be applicable for understanding reaction to significant change Denial Anger Bargaining Depression Acceptance If people are not allowed to grieve & go through the first 4 stages it becomes difficult to reach the last stage- acceptance. 11

12 The Change Management Plan Chapter 9 Slides 1-12 by: Ms. Shree Jaswal

13 The Change Management Plan Assess Willingness, Readiness, and Ability to Change Sponsor Initiating vs. sustaining sponsor Change Agents The project manager and team Targets of Change The users Must understand d The real impacts of the change The breadth of change What s over and what s not Whether the rules for success have changed 13

14 The Change Management Plan Assess Willingness, Readiness, and Ability to Change Leavitt s Model of Organizational Change Interdependence of components 14

15 The Change Management Plan Develop or Adopt a Strategy for Change Rational Empirical Approach Picture, Purpose, Part to Play Normative-Reeducation Approach Focus on the core values, beliefs, and established relationships that make up the culture of the group. Power-Coercive Approach Compliance through the exercise of power Environmental-Adaptive Approach Although people may avoid disruption and loss, they can still adapt to change 15

16 The Change Management Plan Implement the Change Management Plan and Track Progress Track Progress using project tools (Gantt, Pert, etc.) to gauge how well organization is adapting to the change. Communication Watch out for the rumor mill! Media is important Must flow in both directions 16

17 The Change Management Plan Evaluate Experience and Develop Lessons Learned Experiences should be documented and made available to other team members and other projects so that experiences can be shared and best practices can be identified. Overall success of the change management plan should be evaluated Adds new form and functionality to the project organization s IT project methodology. 17

18 Dealing With Resistance and Conflict Resistance should be anticipated from the outset of the project can be either overt or covert Once the change is compromised, management and the project team will lose credibility, and the organization may become resistant to all future changes 18

19 Dealing With Resistance and Conflict Resistance May arise for valid reasons May occur even when those resisting know the change will be beneficial Is a natural part of any change process Change agents dealing with resistance should: listen not argue clearly communicate boundaries of change understand that empathizing is not necessarily agreeing 19

20 Dealing With Resistance and Conflict Conflict Although conflict is one of the things most of us dislike intensely, it is inevitable. Most often when we try to avoid conflict, it will nevertheless seek us out. Some people wrongly hope that conflict will go away if it is ignored. In fact, conflict ignored is more likely to get worse, which can significantly reduce project performance. The best way to reduce conflict is to confront it. (Verma, 1998) 20

21 Dealing With Resistance and Conflict Different Views of conflict Traditional conflict is negative and should be avoided Contemporary conflict is inevitable and natural and can be positive or negative Interactionist View conflict is an important and necessary ingredient for performance. 21

22 Dealing With Resistance and Conflict Categories of Conflict Conflicts associated with the goals, objectives, or specifications of the project. Conflicts associated with the administration, management structures, or underlying philosophies of the project. Conflicts associated with the interpersonal relationships among people based on work ethics, styles, egos, or personalities. 22

23 Dealing With Resistance and Conflict Approaches for managing conflict Avoidance Retreat, withdraw, or ignore conflict Accommodation Appease the parties in conflict Forcing Dominant authority resolves conflict Compromise Bargaining Collaboration Confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and perspectives. 23

24 Dealing With Resistance and Conflict Each conflict situation is unique and the choice of an approach to resolve conflict depends on: Type of conflict and its relative importance to the project. Time pressure to resolve the conflict. Position of power or authority of the parties involved. Whether the emphasis is on maintaining the goals or objectives of the project or maintaining relationships. 24

25 Dealing With Resistance and Conflict Polarity Management required when two sides (i.e. advocates of change and those resisting change) end up in a polarity where each side can only see the upsides or advantages of their pole and the downsides or disadvantages of the other. suggests both sides should: Clarify what you value and what you do not want to lose. Let the other side know that you are aware of the downsides of the pole you favor. Assure the other side that you want to maintain the upsides of their pole. 25

26 Dealing With Resistance and Conflict Polarity Mapping identifying the upsides and downsides each side is advocating Crusaders want to change the status quo and are supporters of change. contribute by identifying the downsides of the current pole provide the energy to move away from the current pole. Tradition Bearers are at the opposite end of the pole and wish to preserve the best of the past and present. identify the upsides of the current pole and the downsides of the opposite pole. help identify things that should be preserved 26

27 Polarity Mapping Chapter 9 Slides 1-27 by: Ms. Shree Jaswal

28 Polarity Mapping Helps people get away from seeing their current initiative as being the only solution to the problem Not a case of choosing one idea over another Recognizes that both polarities must be managed simultaneously 28

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