Change Management Strategy

1. Change Management Strategy Change agentry – the next information frontier Created By Ketankumar Patel

2. IS Analyst • How to make Information Systems (IS) specialists’ to become more effective and more credible agents of organizational change • IS analyst is also called as Computer System analyst

3. Introduction • IS specialist generally needs to become better agent of organizational change • New Information Technology is an organizational intervention • IS specialist cannot achieve IT implementation success alone • Change agentry will become the largest and most important in an organization • Development in-house • Outsourcing

4. Two Basic Issues • 1. Substantial disagreement in theory and practice about what is means to be “an agent of organizational change” • A. Reflects the views and practices of IS Specialists • B. Identified in various Organizational Development texts (academic) • C. Innovation, management and change politics literatures

5. Two Basic Issues (cont’d) • Change agent roles grow out of, and are maintained by, various structural conditions • Structural conditions are social and economic arrangements that influence the processes of IS work

6. Ideal Change Agentry Model • Traditional IS Change-Agent Model • The Facilitator Model • The Advocate Model

7. Traditional IS Change-Agent Model • IS specialists referred to themselves as change agents • View information technology as the real cause of change • IS specialists identify psychologically with the technology they create • Organizational managers set specific goal of technical change

8. IS Specialist Occupational Role Orientation (Traditional Model) • Design and build the systems that enable and constrain people and organization • Design and build systems are used by people and organization that will produce desirable organization change • Do not determine what is a desirable organizational outcome • Acted as an agent for the managers of the organization by building a system that could achieve their objectives • Not responsible for setting objectives or goals • Responsible only for providing technological means • Expert in technological matters • Not a business subject area expert

9. Consequences (Traditional Model) • Many IS units consider training is relatively minor importance • IS specialists are stereotyped as being in love with technical change • Clients complaint is technical environment is changing too fast for them to keep up or not as fast as clients wants in adopting new technologies

10. Consequences (cont’d) • Poor technical performance from outsourcing • Poor interpersonal relationships between IS specialists and their clients

11. Traditional Model Summary • IS view of change agentry assumes that technology does all the work of organizational change • Change agents only need to change the technology slowly • Narrow focus on building technology, rather than a broader focus on achieving business results

12. The facilitator model • Believe that it is people (clients) who create change, not themselves as change agents or their change in technology • Not accepting personal responsibility for change that causes ineffective behavior or consequences • View themselves as experts in process, not content

13. IS Specialist Occupational Role Orientation (Facilitator Model) • Help people or client create the condition of informed choice • Expertise in various subject matters • Avoid acting as a content expert • Would not express views about the specific technical or business issues at hand • Primary role is facilitating the group and organizational processes by which people work on content • Act as a process facilitator • Always serve the interests of the total client system

14. Consequences (Facilitator Model) • IS specialists would focus on providing full and valid information about the alternatives • IS specialists would disclose their own group interests while encouraging open discussion of differences • Legitimizes IS responsibility for IT education and training for clients • Places a value on making clients self-sufficient

15. The Advocate model • Holds people, not technology, are the factors in change • Thinks people more as targets of the advocate’s interventions • Is much more flexible than the facilitator about the acceptable means of change

16. IS Specialist Occupational Role Orientation (Advocate Model) • Change is made through the actions of many people • See what needs to be done differently • Try to find a way to change people’s minds about the need for change • Often try to change client minds by creating an desirable target or shock them with outrageous actions

17. Consequences (Advocate Model) • Effectively understand what users want and what they need • Emphasis on communication • Induce improvement on credibility • Enhances interoperability between departments

18. Videos • http://www.youtube.com/watch?v=fIecCuK5tj4 • http://www.youtube.com/watch?v=tChuHB4eHQM&feature=related

19. Questions ?