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ITEC 580

ITEC 580. Resistance to Change. Presented by: Hamed Armanfar. Petroleum-energy example Joke: “Resistance is futile. You will be assimilated”. Introduction. People are comfortable in how they perform their work Requirements gathered from only a few senior users

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ITEC 580

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  1. ITEC 580 Resistance to Change Presented by: HamedArmanfar

  2. Petroleum-energy example • Joke: “Resistance is futile. You will be assimilated” Introduction

  3. People are comfortable in how they perform their work • Requirements gathered from only a few senior users • Change in business process after the requirements were defined Changes that does not fit our workDiscussion

  4. Either modify the system or change the processes • Ex. Applying ERP Changes that does not fit our workImpact

  5. Validate the requirements during the work • Ex. auto show • Track the development of the software Changes that does not fit our workDetection

  6. Involve more users in the effort • Validate the requirements by defining the new process and some sample transactions • Involve the users in training • Adopt a different training approach • Train in the new process with the new system Changes that does not fit our workActions and Prevention

  7. Ex. aerospace firm • Lack of analysis • Lack of planning • Lack of preparation of the employees Having tried similar things before that did not workDiscussion

  8. Credibility drops sharply and fast • Places the entire effort in some jeopardy Having tried similar things before that did not workImpact

  9. Find out what things have been tried before during gathering information about: • When was the method tried? • Were the goals and the benefits of the new method explained? • How was the new method fitted in with what was already in place? • How was it presented to the employees? Having tried similar things before that did not workDetection

  10. What training was done? • What was the follow-up, if any, after the training? • Did management continue to support the method after it was announced? Having tried similar things before that did not workDetection (Cont.)

  11. Answer the preceding questions • Define with the employees how they migrate • They should participate to see: • 1- Different development • 2- Become more comfortable with the change • Participation will lead to support and commitment • Always be ready to talk about the general differences Having tried similar things before that did not workActions and Prevention

  12. To get the work done is most important • No rewards for embracing and supporting the change • Message: they should move with the flow LACK OF INCENTIVE TO CHANGEDiscussion

  13. Employees become very uncooperative • Not contribute for training • Not take the new system seriously • Delay and/or deteriorate the implementation LACK OF INCENTIVE TO CHANGEImpact

  14. Some employees may show little interest in the new process. The supervisors may reinforce this by emphasizing getting their work done. You can almost expect the issue of incentives to arise. • Time gaps where they wait for work or go to a king or queen bee for help – show new system capabilities LACK OF INCENTIVE TO CHANGEDetection

  15. Bankrupted software firm example • Involve junior employees who are more interested in change • Participate as a means to bettering their position • Find out what problems the users have with the current work (“before picture”) LACK OF INCENTIVE TO CHANGEActions and Prevention

  16. Bankrupted software firm example • Involve junior employees who are more interested in change • Participate as a means to bettering their position • Find out what problems the users have with the current work (“before picture”) CHANGE THAT MEANS MORE WORK FOR THE SAME COMPENSATIONDiscussion

  17. More data entry in ERP • Management focus on management benefits and needs CHANGE THAT MEANS MORE WORK FOR THE SAME COMPENSATIONDiscussion

  18. Less output in compare with before • Increase in errors • Impact on morale CHANGE THAT MEANS MORE WORK FOR THE SAME COMPENSATIONImpact

  19. Observing how the project team goes about their work • Training and rollout do not address the additional work overtly CHANGE THAT MEANS MORE WORK FOR THE SAME COMPENSATIONDetection

  20. The best action here is prevention • Ex. Lunch on the floor • Address problems fast and at low cost (quick hits) CHANGE THAT MEANS MORE WORK FOR THE SAME COMPENSATIONActions and Prevention

  21. Assigning senior users to the project affects productivity • This can poison employee feelings toward the change and the new process LACK OF AVAILABLE RESOURCES OR TIME TO SUPPORT THE CHANGEDiscussion

  22. Not only do the productivity of the departments suffer, but so do the financial results of the firm LACK OF AVAILABLE RESOURCES OR TIME TO SUPPORT THE CHANGEImpact

  23. Detecting resource problem by observing • Specialized works LACK OF AVAILABLE RESOURCES OR TIME TO SUPPORT THE CHANGEDetection

  24. The new system will be used mostly by junior people • Involve junior users in the project at the start • Get the senior people on crisis(limited) LACK OF AVAILABLE RESOURCES OR TIME TO SUPPORT THE CHANGEActions and Prevention

  25. While some people are comfortable with change, the majority have a hard time adapting and using the new technology • Experience shows that very few people use many of the features of software that they have • Ex. VCRs & word processing TECHNOLOGY OR CHANGE THAT IS TOO COMPLICATEDDiscussion

  26. The complexity of the new technology can frighten many people • Ex. New PCs introduction • The complexity can turn people off and decrease their productivity TECHNOLOGY OR CHANGE THAT IS TOO COMPLICATEDImpact

  27. Problem is coming if the they emphasize how the new system is revolutionary to the employees • Generating excitement vs. fear and dread TECHNOLOGY OR CHANGE THAT IS TOO COMPLICATEDDetection

  28. Treat new technology and system like a black box • Play up the new process and how much easier it is • Ex: car salespeople TECHNOLOGY OR CHANGE THAT IS TOO COMPLICATEDActions and Prevention

  29. Common fear of change and automation for decades and longer • They change the nature of the work • Companies do not want to lose good, experienced employees POSSIBLE JOB LOSSDiscussion

  30. Resistance • Unknown, so they assume the wrost • Misstatement by a project leader when discussing benefits POSSIBLE JOB LOSSImpact

  31. Rather than detecting this fear, assume that it is there, but unstated POSSIBLE JOB LOSSDetection

  32. During information collection • Work with the user managers and Human Resources Department • Develop a transition plan for staffing to the new system POSSIBLE JOB LOSSActions and Prevention

  33. If it works and has worked, it is not broken RESISTING CHANGE BECAUSE WHAT HAS BEEN DONE IN THE PAST WORKED WELLDiscussion

  34. If people are happy with what they have, it will be very hard to convince them to change • Don’t wait until the rollout of the new system • Ignore everything after training RESISTING CHANGE BECAUSE WHAT HAS BEEN DONE IN THE PAST WORKED WELLImpact

  35. No problem during initial interviews • Listen to them during their break RESISTING CHANGE BECAUSE WHAT HAS BEEN DONE IN THE PAST WORKED WELLDetection

  36. People have to admit they have problems before they are willing to change RESISTING CHANGE BECAUSE WHAT HAS BEEN DONE IN THE PAST WORKED WELLActions and Prevention

  37. This issue applies to the king and queen bees • Observe them after training INABILITY TO TEACH AN OLD DOG NEW TRICKSDiscussion

  38. Force them to change or leaving them alone has not positive affect • Their not being involved may be a sign to other employees that the new method or tool is going to fail INABILITY TO TEACH AN OLD DOG NEW TRICKSImpact

  39. Propose some minor changes and suggestions to king and queen bees and see how they respond INABILITY TO TEACH AN OLD DOG NEW TRICKSDetection

  40. Concentrate your effort on the common transactions and work • Admire them • This approach helps to neutralize the king and queen bees INABILITY TO TEACH AN OLD DOG NEW TRICKSActions and Prevention

  41. Major changes would damage the businss • Ex: bar codes CHANGE THAT IS TOO RISKYDiscussion

  42. Major changes would damage the businss • Ex: bar codes CHANGE THAT IS TOO RISKYImpact

  43. If people think that the change is too risky, it is difficult to dissuade them • This can demoralize any change effort CHANGE THAT IS TOO RISKYImpact

  44. Pose the question “What can go wrong?” and get comments CHANGE THAT IS TOO RISKYDetection

  45. Plan for the most likely things that can go wrong • Ex: Citibank CHANGE THAT IS TOO RISKYActions and Prevention

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