BUDI LUHUR UNIVERSITY POST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY IT PROJECT MANAGEMENT.
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Transcript of BUDI LUHUR UNIVERSITY POST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY IT PROJECT MANAGEMENT.
CHANGE MANAGEMENT
• The nature of change• The change management plan
• Dealing with resistance and conflict
CHANGE MANAGEMENT
• Gartner Group:
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
• In IT project management, smoothing the transition and implementation of the new IT solution
THE NATURE OF CHANGE
Focus:
How change affects individuals ?
How change affects organization ?
Source of Change:
• Global events
• Local events
• Organization• Personal relationship• Personal decisions
THE NATURE OF CHANGE:
The Impact of Change
• Jeanie Duck (2001)– Nearly all change in our lives entails some
amount of anxiety– Anxiety combined with hope is anticipation,
while anxiety combined with apprehension is dread
• Each change is accompanied by a certain amount of stress
THE NATURE OF CHANGE:
The Impact of Change
Daryl Conner (1995) in Managing at the Speed of Change
• An individual must deal with a variety of changes
• We must assimilate these changes overtime
• There will be a problem if one can not assimilate change fast enough
• Change tends to have a cumulative effect, while man can only assimilate change at a given pace
THE NATURE OF CHANGE:
The Impact of Change
Davidson (2002): Assimilation
The process of adapting to change and determines our ability to handle current and future changes
THE NATURE OF CHANGE:
The Impact of Change
• When an individual passes a certain change threshold, he or she may become stressed and exhibit dysfunctional behavior
• Organizations are made up of people. Each change adopted by an organization must be assimilated and managed within the change threshold
• Dysfunctional behavior of organization:
– Inability to take advantage of new opportunities or solve current problems (reflected in ability of gaining profit)
THE NATURE OF CHANGE:
Change as a Process
Force Field Analysis:
• A technique for developing a big picture that involves all the forces in favor or against a particular change
• Needed in deciding change strategy
• Driving forces: initiating and motivating the change
• Resisting / restraining forces: barrier for changes
THE NATURE OF CHANGE: Change as a Process
Change process (Marchewska, based on Kurt Lewin model)
Present State Transition StateDesired
State
ResponsibilityKL: unfreezing
Changing Refreezing
Drivingforces
Resistingforces
This model suggests that beginning a change starts with an ending of the present state
THE NATURE OF CHANGE: Change as a Process
Neutral Zone (Bridges 1991)
• Equal to transition state
• Rushing individuals through the transition often results in confusion on the part of those in the neutral zone. And the resisting forces tend to push those individuals back to their present state, or escape
THE NATURE OF CHANGE:
Emotional Responses to Change
5 Stages of Reaction of loss (Kübler-Ross, 1969: ‘On Death and Dying’)
1. Denial
2. Anger To blame whoever is responsible for creating the change
3. Bargaining Cooperative, try to make deals in order to avoid the change
4. Depression Occurs when there is an overwhelming sense of the loss of the status quo
5. Acceptance Happened when a person comes to grips with the change
THE CHANGE MANAGEMENT PLAN
Key :
To plan for and to manage the change
and its associated transition effectively
THE CHANGE MANAGEMENT PLAN :
Assess willingness, readiness, and ability to change
Develop or adopt a
strategy for change Implement
change management plan and track
progressEvaluate
experiences and develop
lessons learned
From: Change management plan(Marchewska, 2003)
THE CHANGE MANAGEMENT PLAN :
Assess Willingness, Readiness, and Ability to Change
• Defining the players (stakeholders) involved in the change will be, their roles, and how they will interact with each other (Davidson 2002)
• Roles in a change initiative (Conner, 1995):–Sponsor–Change agents–Targets
Sponsor
• Individual / group that has the willingness and power, in terms of authority and making resources available, to support the project
• Initiating sponsor (making the decision to fund and support the project)
• Sustaining sponsor (the primary sponsor of the project)
THE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness,
and Ability to Change
Change agents• Individual / group responsible for making the
change happen in order to achieve the project’s goal and objectives
Targets• Individual /group that must change
THE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness,
and Ability to Change
The assessment includes:
1. Clarifying the real impacts of the change.
2. Understanding the breadth of change
3. Defining what’s over and what’s not
4. Determining whether the rules for success has changed
People become confused and disoriented when the rules for success change or are no longer clearly defined
THE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness,
and Ability to Change
Leavitt’s Model:
THE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness,
and Ability to Change
TECHNOLOGY
PEOPLE
TASK
STRUCTURE
Change in people, technology, task, or organizational structure can influence the other areas
THE CHANGE MANAGEMENT PLAN :
Develop or Adopt a Strategy for Change
4 Approaches to change management:
1. Rational - empirical approach
2. Normative - reeducation approach
3. Power - coercive approach
4. Environmental - adaptive approach
THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for Change
Rational-Empirical Approach
People will follow their own interest
People follow predictable patterns of behavior
WIIFM= what’s in it for meA change agent must be persuasive in convincing, explaining, and demonstrating how a particular change will benefit a particular target of change
Information should be:– Consistent (throughout the organization)– Accurate & timely (to avoid gossip, etc)
THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for Change
Normative-Reeducation Approach• Idea (Kurt Lewin): People are social beings and
that human behavior can be changed by changing the social norms of a group
• Focus on group culture components (core values, beliefs, established relationship)
• Difficult• Time consuming (activity: study existing values &
beliefs unfreezing the existing values )• Helping people redefines their existing social norms
into a new set that support the change effort.
THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for Change
Power Coercive Approach
• To gain compliance from the change target through the exercise of: power, authority, rewards, threat of punishment for non conformance
• Deceptively easy and straightforward approach
• Risky in the wrong situation
THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for Change
Environmental-Adaptive Approach
• Premise: Although avoid disruption and loss, people can still adapt to change
• Making the change permanently by abolishing the old ways and instituting the new structure as soon as possible
• People come to a point of no return (installing new s/w during the week-end)
THE CHANGE MANAGEMENT PLAN :
Implement the Change Management Plan and Track Progress
• Implement the plan
• Use various project tools for tracking progress
• Make a list of milestones and significant events
• Establish effective lines of communication
• Project team & project sponsor should create open channel communication to various groups those be the change target
THE CHANGE MANAGEMENT PLAN :
Evaluate Experience andDevelop Lessons Learned
• Experiences should be documented
• Success of the change management should be documented and made available for other team
• Evaluate at the end of the project
DEALING WITHRESISTANCE AND CONFLICT
Resistance & Conflict :
@ A natural part of change
@ Approaches for dealing with
Resistance
• Human nature, and natural part of any change process
• The project team and sponsor are the agents / proponents of change
• Resistance should be anticipated from the outset of the project
• PM has to understand what an individual or group perceives as a loss
Conflict (Davidson 2002)
• Conflict arise when people perceive that their interests and values are challenged or not being met
• Although conflict can be positive and help form new ideas and establish commitment, negative conflict left unresolved can lead to :
damaged relationships mistrust unresolved issues
continued stress dysfunctional behavior low productivity and
morale
Conflict (Verma, 1998)
The best way to reduce conflict is to confront it
Views of Conflict:
• Traditional View (1850s – mid 1940s)
Conflict leads to poor performance, aggression, and devastation if left to escalate. It should be eliminated as soon as possible.
• Contemporary View (mid 1940s – 1970s)
Conflict is inevitable and natural. Conflict can be either positive (stimulate ideas and creativity) or negative
• Interactionist View (1970s – now)
Conflict is an important and necessary ingredient for performance
Conflict (Verma, 1998)
Conflict within project associated with one or combination of:
• goals, objectives, or specifications of the project
• administration, management structures, underlying philosophies
• Interpersonal relationships based on work ethics, styles, ego, personalities
Approaches for Dealing with Conflict (Verma, 1998; Blake & Mouton, 1964)
1. Avoidance 4. Compromise2. Accommodation 5. Collaboration
3. Forcing
The choice depends on:
• Type of conflict and its relative importance to the project
• Time pressure
• Position of power of the parties involved
• The emphasis: maintaining the goals/objectives or maintaining relationship
Approaches for Dealing with Conflict
• Avoidance–Retreating, withdrawing/ignoring conflict. –Apply cooling-off period when emotions and
tempers are high.
• Accommodation–Used when the goals is more important than
the personal interests.–Tends to work only in a short run
Approaches Dealing with Conflict
• Forcing–Results in win-lose situation. –Used when no common ground exist:
• you sure you are right, • an emergency situation exist, • time is of the essence
Approaches Dealing with Conflict
• Compromise– Used when complex problems should be
solved in a short time and when the risks and rewards are moderately high
• Collaboration– Used when the risks and the benefits are high.
– The focus is learning from others and gaining commitment, trust, respect, and confidence from various party involved
Advise to Handle ConflictKenneth Cloke & Joan Goldsmith
1 Look inward 8 Collaborate
2 Set the stage for dialog 9 Use the right tools
3 Listen carefully 10 Be forgiving
4 Speak carefully 11 Don’t surrender
5 Dig deeper 12 Look outward
6 Don’t get personal 13 Search for completion
7 Think creatively
DEALING WITH RESISTANCE AND CONFLICT : Polarity Management
• Provides a collaborative approach for dealing with resistance and conflict
• Crusaders and Tradition Bearers work together to develop a polarity map
• Polarity Map defines the upsides and downsides of each pole that C & TB advocate
• C & TB work together to develop a solution for maintaining the upsides of each poles while minimizing the down sides
DEALING WITH RESISTANCE AND CONFLICT : Polarity Management
C & TB work together to develop a solution for maintaining the upsides of each poles while minimizing the down sides
TB+
C- TB-
C+Upsides
Downsides
Current situation
Future situation
A Process of Change ManagementMartin Diese, Conrad Nowikow, Patrick King, Amy Wright
1. Create change vision
2. Define change strategy
3. Develop leadership
4. Build commitment
5. Manage people performance
6. Deliver business benefits
7. Develop culture
8. Design organization
A Process of Change ManagementMartin Diese, Conrad Nowikow, Patrick King, Amy Wright
1. Create change vision– Understand strategic vision – Def: : Create compelling change story– Make vision comprehensive & operational
2. Define change strategy:– Assess readiness change– Select best change configuration– Establish change governance
A Process of Change ManagementMartin Diese, Conrad Nowikow, Patrick King, Amy Wright
3. Develop leadership– Create leadership resolve – Lead change programs– Develop leadership capability
4. Build commitment– Build teams– Manage stakeholders– Communicate– Manage resistance– Transfer knowledge & skill
A Process of Change ManagementMartin Diese, Conrad Nowikow, Patrick King, Amy Wright
5. Manage people performance– Establish needs – Implement performance management– Implement people practices
6. Deliver business benefits– Build business case – Quantify benefits – Sustain benefits
A Process of Change ManagementMartin Diese, Conrad Nowikow, Patrick King, Amy Wright
7. Develop culture– Understand current culture – Design target culture – Implement cultural change
8. Design organization– Understand current organization – Design target organization – Implement organizational change