Chapter 9 Change Management*Done

Question 1

Change Management Definition

Answer 1

“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”

Question 2

Change Management must consider altering ____ _____ of people within the organization

Answer 2

altering behaviour patterns of people within the organization

Question 3

Change Management must include both a ___ and a ____

Answer 3

vision, plan

Question 4

What is an action research model ?

Answer 4

process model: a general prospective to use in any planned change effort

Question 5

how does the action research model approach the management of change ?

Answer 5

Interaction of organizational action and research that both evaluates the action taken and provides data for future planning of the change effort

Question 6

Action research involves the interlocking of

Answer 6

1. Research processes:
   data collection, analysis evaluation
2. management processes:
   planning, directing, implementing change

Question 7

The action research cycle

Answer 7

1. initial data collection and gap analysis
2. feedback of results
3. action planning –> May skip #4 and go to #5
4. implementing planned change
5. data collection and analysis to evaluate changes —-> goes back to #2

Question 8

Lewin’s change model

Answer 8

Lewins frame work serves as a general model for understanding planned change. The model has been used to explain how information systems can be implemented more effectively

Question 9

what is the key to understanding Lewin’s change model ?

Answer 9

to see change as a profound, dynamic psychological process which involves painful unlearning and difficult relearning of restructured thoughts, perceptions, feelings and attitudes

Question 10

Lewins three step change model

Answer 10

1. Unfreezing
2. Changing/transition
3. Refreezing

Question 11

Unfreezing

Answer 11

Destabilize the old ways of doing things, People need to know what drives the change

Question 12

Changing/transition

Answer 12

Focus on helping change the behavior, Ending-> neutral zone-> new beginnings

Question 13

Refreezing

Answer 13

Stabilize the organization,

Often requires changes in organization’s culture and norms, policies and practices

Question 14

Force-field analysis

Answer 14

“A procedure to understand the forces during any org. change that focuses on the forces that drive or support change in an HRIS & the forces that will inhibit the change.”

Debbie demonstrated this by getting us to force our hands against each other, One hand moved one way if we concentrated on that one hand versus both hands.

Question 15

Kotters eight stage model

Answer 15

Kotter expanded Lewin’s model to include:
A sense of urgency,
More clear direction of how to complete each phase

Question 16

the kotters model provides 2 key lessons…

Answer 16

1. change process goes through a series of phases, each lasting a considerable period of time
2. that critical mistakes in any of the phases can have a devastating impact on the momentum of the change process

Question 17

T/F not all stages of the kotters model should be worked through in order to effect successful change

Answer 17

False, skipping a step or getting to far ahead in the change process without a solid base may create problems

Question 18

if you miss the ___ ____ that takes place in the kotters model final step you may not be able to make any changes

Answer 18

follow-through

Question 19

Kotters 8 stages

Answer 19

Creating a climate for change -unfreezing
    1. establish a sense of   urgency
   2. create guiding coalition
   3. develop informational vision 
Engage and enabling the org. - transition & change
   4. communicate vision
   5. empower action
   6. generate short term wins
Implementing/sustaining change 
   7. consolidate gains
   8. make it stick

Question 20

Nadlers congruence model proposes?

Answer 20

that effective management of change means paying attention to the alignment of all four components. You cant assume that changing one element will cause the other elements to fall into place

four components; informal, organization, formal organization, work, people

Question 21

Leavitts change model steps

Answer 21

external demands (business requirements —-> people, processes, technology, organization —> product services (business performances)

Question 22

Nadlers congruence model needs congruence (“fit”) between the various organizational subsystems for optimal performance
Y/N?

Answer 22

Yes

Question 23

components of Nadlers congruence model?

Answer 23

Input, strategy, output and operating organization

Question 24

Nadlers congruence model transformation processes ?

Answer 24

• Strategy must address all components to affect change

- Work, people and the formal organization (structure), as well as the informal organization (culture)

Question 25

Nadlers congruence model steps

Answer 25

Input:
environment, resources, history —-> strategy–>

informal, organization, formal organization, work, people —->

Output
system, unit, individual

Question 26

Reasons for IT system failures

Answer 26

1. leadership
2. planning
3. change management
4. communication
5. training

Question 27

How to avoid leadership failure

Answer 27

Clear, consistent demonstration of executive support

Project managers with strong leadership skills

Team of individuals committed to change

Question 28

How to avoid planning failure

Answer 28

Well defined scope and strategy – no scope creep

Adequate funding

Adequate trained staff to manage the project

Time requirements estimated properly

Question 29

How to avoid communication failure

Answer 29

Makes the difference between success and failure

Getting people “unstuck” is a huge communication challenge

Ideally, people participate from beginning to end

Question 30

How to avoid training failure

Answer 30

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”

Question 31

cultural issues can be helpful or harmful to the change efforts ? Y/N

Answer 31

yes, its important to understand the organization’s cultural profile

Question 32

“Whenever there is an incongruity between the current culture and the goals of the change initiative, the culture mostly always wins.” True/false?

Answer 32

False, culture ALWAYS wins

Question 33

why would some groups/individuals be resist to change ?

Answer 33

Loss of control over their lives

Leads to uncertainty about their future

Need effective two-way communication

Comfort level with current org. performance

Employee burnout and cynicism from series of failed change initiatives

Question 34

how can resistance be anticipated and addressed ?

Answer 34

• by being Proactive
• have continuous communication and effective
• ongoing training

Question 35

Acceptance represents project success? t/f?

Answer 35

true

Question 36

how to gain acceptance ?

Answer 36

1. Understand users
2. Involve end users
3. Involve resistant users
4. Communicate the implementation plan
   - All at once implementation
   - Phased implementation
   (run old systems in parallel)
5. Offer rewards to encourage user participation

Question 37

post implementation actions ?

Answer 37

Ongoing revisions and improvements to the system

Question 38

Maintenance actions ?

Answer 38

• Should not be forgotten
• Establish a help desk
• Address data security and privacy
• Measure user satisfaction and acceptance
• Provide ongoing training