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Part 1: Fundamentals of Change Individual, Team, and Organisation

A. Individual Change
Learning: Process of acquiring knowledge through experience which leads to a change in
behavior
Gestalt psychology: Principle
maintains that humans considers
objects in their entirety before, or in
parallel with, perception of
individual parts; suggesting the
whole is greater than the sum of its
parts
Process of doing and thinking:
-

Activist: Does something

Reflector: Reflects upon specific
experience
Theorist: Draws conclusion from
experience
Pragmatist: Plans to do something

Personality and Change

8 different personality preferences (basically just the MBTI nonsense)
See Notes

Approaches to Change
1) Behavioral Changing individuals behavior to achieve intended results
Classical Conditioning:
Unconditioned stimulus leads to unconditioned response
If neutral stimulus and unconditioned stimulus are associated, neutral stimulus leads
to unconditioned response
ction Subtra Addition

Positive
+ve reinforcement
Desired behavior is deliberately
associated with a reward

Negative
-ve addition
A punishment is deliberately
associated with undesired behavior

e.g. classic carrot

+ve subtraction
An unpleasant stimulus previously
associated with the desired behavior is
removed

e.g. classic stick

-ve subtraction
A pleasant stimulus previously
associated with undesired behavior is
removed

Motivation and Behavior:

1. Hygiene (A desire to avoid pain or deprivation):

!=

motivate, but

demotivate
2. Motivators (A desire to learn and develop)
Note: See Notes for Examples

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2) Cognitive Our emotions and our problems are a result of the way we think

Mind Emotions & Behavior, Look at how individuals are limiting

themselves through adhering to old ways of thinking and replace them with new ways of
being
Change their way of thinking by making use of clear goals:
a. Reframing: Reduce feelings and thoughts that impact negatively on performance
b. Affirmations: Positive statement describing the way that you want to be
Form of self-fulfilling prophecy
3) Psychodynamic When facing change, an individual experiences a variety of internal
psychological states
Kubler-Ross Model

Stage 1 Denial
-

Due to lack of information, fear of unknown, or fear of doing something wrong

Focus tends to remain in the past
Individuals feel:
o Uncomfortable with changing the status quo
o Threatened
o Sense of disbelief

Stage 2 Anger
-

A continuation of our not wanting to accept the change and of wanting to do

something, anything, other than fully believe in it. Anger is yet another way of
displacing our real feelings about the situation
Individuals feel:
o Suspicion/Skepticism
o Frustration

Stage 3 Bargaining
-

A deflection of the true gravity of the situation. Individual is desperately looking

around for something, anything, to remedy the situation. If only I could get it fixed or
sorted everything would be all right.
An attempt to wrest back some control of the situation

Stage 4 Depression
-

Stage where we are ready to give up on everything

For some, depression can take the form of apathy or a sense of pointlessness. For
others it can take the form of sadness, and for some a mixture of intense emotions
and disassociated states.

Stage 5 Acceptance

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-

Stage where people come to terms with the reality and the inevitability of what is
happening. People are in touch with their feeling about the situation, their hopes and
fears, their anxieties.
Focus is on the future

Virginia Satir Model

Initial state as one of maintaining the status quo. This is a state in which if you carry on
doing what you are doing, you will continue to get what you are getting. The situation is
one of relative equilibrium where all parts of the system are in relative harmony.
This changes when something new enters the system. Satir calls it a foreign element
in the sense that a factor previously not present is introduced.
A period of chaos ensues. He or she may be in a state of disbelief denial or emotional
numbness at first, not knowing what to think or feel or how to act. Individuals may
resist the notion that things are going to be different. Indeed they may actually try to
redouble their efforts to ensure that the status quo continues as long as possible, even to
the extent of sabotaging the new ideas that are forthcoming.
But it is often when things have reached their very worst that from somewhere usually
from within the very depths of the person the germ of an idea or an insight occurs. He
or she has seen the light, or at least a glimmer of hope. An immense amount of work
may still need to be done, but the individual has generated this transforming idea.
Once this transforming idea has taken root, the individual can begin the journey of
integration. Thus this period of integration requires the new world order to be
assimilated into the individuals own world.
As time moves on the restructure is bedded into the organization, roles and
responsibilities clarified, new objectives and ways of working specified and results
achieved. A new status quo is born.
Note: See Notes for Weinberg Critical Points in the Change Process

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4) Humanistic Emphasis is on healthy development, healthy relationships and healthy
organisations
People are inherently capable of reacting to change, but require enabling
structures and strategies to do so
Maslow and the hierarchy of
needs
Human beings have an inbuilt
desire to grow and develop and
move towards self-actualization
the desire to become more and
more what one is, to become
everything that one is capable of
becoming

Rogers and the path to personal growth

For change agents to bring about growth and development, one must possess 3 crucial
conditions:

Genuineness and congruence: to be aware of your own feelings, to be real, to be

authentic. Rogers research showed that the more genuine and congruent the change
agent is in the relationship, the greater the probability of change in the personality of
the client.
Unconditional positive regard: a genuine willingness to allow the clients process
to continue, and an acceptance of whatever feelings are going on inside the client.
Whatever feeling the client is experiencing, be it anger, fear, hatred, then that is all
right. It is saying that underneath all this the person is all right.
Empathic understanding: in Rogers words, it is only as I understand the feelings
and thoughts which seem so horrible to you, it is only as I see them as you see
them, and accept them and you, that you feel really free to explore all the hidden
roots and frightening crannies of your inner and often buried experience.

Key Concepts of Rogers:

-

The creation of a facilitating environment, through authenticity, positive regard and

empathic understanding, enabling growth and development to occur.
Given this facilitating environment and the correct stance of the change agent, clients
will be able to surface and work through any negative feelings they may have about
the change.
Given this facilitating environment and the correct stance of the change agent, there
will be a movement from rigidity to more fluidity in the clients approach to thinking
and feeling.
Given this facilitating environment and the correct stance of the change agent, clients
will move towards accepting a greater degree of self-responsibility for their situation,
enabling them to have more options from which to choose.

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B. Team Change
See Notes for Workgroup VS Team (IS2104 stuff)
Types of Team:
Work Team
Purpose

Project Team

Management
Team

Business as usual

Change or
development
(short range)

Less business as
usual, more
change or
development
Translate goals
into specific
objectives

Formation

Hierarchical

Time-limited for
specific purpose

Propensity
to initiate
change
Advantage
s during
change

Limited

Potentially High

Initiator of change

Good at
implementation
once goals are clear

Powerful,
impactful

Disadvanta
ges during
change

Does not like

change too often

Good focus for

specific
implementation
goals
Not good for
tackling complex
topics

Poor focus on
events after
launch

Change Team
Change or
development

Formed when
significant
change is
needed
Reason for
existence to
change
Increased
energy and
sense of purpose
Less impactful if
lacks influence

Team Effectiveness:
Note: See Notes for full description on Team Effectiveness (all the team roles, IS2104 Stuff)

Team Change:
Individual's behavior driven by a desire to be accepted and avoid controversy
or conflict
Forming
Fundamental team constructs are asked here, e.g. What are the ground rules
of the team?
Comfortable stage to be in, but avoidance of conflict means nothing gets
done
Storming

People start to question the dynamics and assumptions laid in the Forming
Stage
Phase can be destructive to team

Norming

Previous phase becomes template for ways of acting, problem solving and
decision making
Team settles down into working towards achievement of tasks
May move back and forth between stages to establish norms
Job done smoothly and effectively as members are competent, autonomous and able
to make decisions
Team is motivated and knowledgeable

Team functions as a unit:

All good things must end
4/12/11

Performin
g
Adjournin
g

Team Dynamics (See Notes for Benbins Team Types)

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More
Similar
More
Disparat
e

Reach common
understanding sooner
Reach common
understanding later

Decisions made
quicker
Take longer to
make decisions

Greater the possibility of errors

through exclusion of possibilities
More views and opinions taken
into account

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C. Organizational Change
D. Des
crip
tion

E. Idea in
Brief

I.

J.

L.

Mac
hine
s

Orga
nism

O. Politi
cal
Syst
ems

F. Key Beliefs

Routine
operations,
well-defined
structure
and job
roles, and
efficient
working
inside and
between
functional
areas
M. Different
environment
s favor
different
species of
organization
s
Stable Rigid
bureaucratic
Fluid Looser

P.

Recognizes
the
important
role that
power-play,
competing
interest and
conflict have

Hierarchical
Role specific
Objective oriented
Tightly controlled

Flow of information is key to

organizations success
Important to maximize the fit between
individual, team, and organizational
needs
Humans have tendency to revert
Organisms evolve to adapt

You cant stay out of politics, youre

already in it
Building support for your approach is
essential if you want anything to
happen
Coalitions between individuals are
more important than work teams
Allocation of resources causes politics

G. Assumptions about
organizational change

H. Limit
ation

Change can only be done by those in

position of authority
There will be resistance, and this needs to be
managed
o Change viewed as highly disruptive
Change must be well planned and well
controlled

K.

Changes are made in response to changes in

external environment and it can be designed
and worked towards
Individuals need to be psychologically aware
of need for change to adapt
Participation and psychological support are
necessary strategies for success

N. Organi
zation
is not
really
an
adaptiv
e unit
at the
mercy
of its
environ
ment
Q. Office
becom
es a
politica
l war
zone

Change must be supported by a powerful

person
Important to understand political map, and
understand winners and losers of this
change
Positive strategies include creating new
coalition and renegotiating issues

Unstab
le
situatio
ns

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R.

Flux
and
Tran
sfor
mati
on

S.

in
organization
al life
Organization
is part of the
ebb and flow
of the whole
environment

Order emerges naturally out of chaos

Organizations have a natural capacity
to self-renew
Key tensions are important in the
emergence of new ways of doing
things

Change cannot be managed. It emerges

Tensions and conflicts are an important
feature of emerging change
Managers are enablers, enable people to
exchange views and focus on significant
differences

T.

No
action
plan or
proces
s flow
diagra
m or
agenda
to
follow
U. See Notes for Models to Organizational Change

V. Bridges Managing the Transition

W. Ending
Z. Ending what used to be
Identify who is losing what, expect a
reaction and acknowledge the losses
openly
Repeat information about what is
changing

X. Neutral Zone
AA. People feel disoriented, motivation
, anxiety
Magnify the plagues
Mark the ending
Deal with the murmuring
Give people access to the decision
makers

Y. New Beginning
AB. People feel they can embark on
something new
Communicate the purpose behind the
change
Paint a picture of the new look and feel
Lay out a step by step plan to get there
Allow them to play a part in the
outcome

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AC.

Part 2: IT-enabled Business Change

AD.

2A Overview

AE. IT can be a driver because there are opportunities for businesses that can trigger
change in which IT can serve as an enabler

AF. Triggers of Business Change

AG.External
AH.Internal
AI. Survival
AJ. Changes in
AM.
Management
AP. Failure to keep
government policies
Change
pace or stay
AK. Competition heats
AN.Internal problems
ahead will result in
up
AO.New products or
loss of competitive
AL. New technology
services
edge
emerged
AQ.Change to Stay Ahead
AR.
Resource VS Capability
AS. Resource-based View
Considers the firm as a bundle of resources (asset, competence, process, skill or
knowledge)
Capabilities required to exploit resources for competitive advantage
Firm needs to evaluate its internal strengths and weaknesses by asking VRIO:
o Do the resources/capabilities/ add value?
o Are they rare?
o Are they difficult to imitate?
o Is the firm organized to exploit the potential of the resource/capability?
AT. Dynamic Capabilities An extension of traditional RBV
VRIO resources do not persist over time and, hence, cannot be a source of
sustainable competitive advantage
Hence, firms change constantly to integrate, reconfigure, renew, and recreate its
resources/capabilities
AU.Change to Keep Pace
AV.Institutional Theory
AW.
Focuses on legitimacy than efficiency as it is believed that gaining
legitimacy allows organizations to be rewarded in terms of public acceptance,
external support and easier access to resources
AX. Isomorphism (Constraining process that forces one unit to resemble others in
the same circumstances):
Coercive force: Legal environment, e.g. government regulations
Mimetic force: Industry best practices
Normative force: Professionalism, e.g. IEEE
AY.
AZ. Role of IS in Organizations:
BA. Operational
excellence
BB. New
Products,
Services,
and Business
Models
BC. Customer
and Supplier
intimacy

Technology can achieve greater efficiency and productivity

Improved efficiency higher profitability
IT/IS are enabling tools for new products, services, and
business models

Serving customer well leads to returning customers

revenue and profits
Supplier intimacy lowers costs

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BD.
BE. Improved
decision
making
BF.
BG.

Better allocation of resources

Better response times
Better estimations for productions and procurement

BH.

Note: See Notes for Benefits of Change

10

11
BL.
*Rejection of innovation can occur at any point of
time

Considers the trial results and decides whether

to pursue innovation completely

BM.

Adoption

Increased usage of technilogy leads to greater

effectiveness
Comprehensive use in new or more ways adds value to
organization
IT application now at fullest potential
IT application encouraged as a normal activity and part of
life of the organization

Infusion

Routinizati
on

Trial

Engage in small scale usage

Seeks further information such as way to use

Members are induced to commit to actual usage

IT application finally in use
Mentally applies innovation to one's situation to
decide whether to pursue
Will seek information from peers and/or seek
reinforcement through trials

Individual interested in innovation and seeks

more information about it
Increases knowledge but undecided on its utility

Acceptanc
e

Evaluatio
n
New technology is developed, installed and maintained
Organizational procedures/Staff trainings to be revised

Adaptation

Interest
Negorations to get organizational backing to implement IT Adoption
solution
Decision is reached to invest resources need for
implementation

Awarenes
s

BK.

Individual is exposed but lacks complete

information and the motivation to see further
information

Scanning organizational problems/opportunities matching

corresponding IT solutions
Organizational need pull or technological innovation push

Initiation

BJ. Organization Technology Adoption Stages

Individual Technology Adoption Stages

BI. Organizational Adoption != Individual Adoption

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BN.Unified Theory of Acceptance and Use of Technology

Core
determinant
s
BO.
BP. Definitions
BQ.Behavioural intention: The degree to which a person has formulated conscious
plans to perform or not perform some specified future behaviour.
BR. Effort expectancy: The degree of ease associated with the use of the system.

BS.

Facilitating conditions: The degree to which an individual believes that

an organizational and technical infrastructure exists to support use of the system.

BT.Performance expectancy: The degree to which an individual believes that

using the system will help him or her to attain gains in job performance.

BU.

Social influence: The degree to which an individual perceives that

important others believe he or she should use the new system.

BV. Voluntariness: The extent to which potential adopters perceive the adoption
decision to be non-mandatory.
BW.
BX.Note: See Notes for Assumptions of Change, Some Reasons Why Change Fails, etc.
BY.

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BZ.

2B Change Management Activities

CA. Change Management is the approach to plan, design, implement, manage,

measure, and sustain changes in business processes and work
CB.
CC.
S

CD.Activity

CE. Impact if activity not performed

CF.
1
CI.
2
CL.
3
CO.
4
CR.
5
CU.
6
CX.
7
DA.
8
DD.
9
DG.
1

CG.Review triggers of change

CH.Misjudge what is behind change

CJ. Market change and change

management
CM.
Define goals, objectives,
and scope for change
CP. Identify potential areas of
change
CS. Select activities for change

CK. Support for change will wane

DJ.
1

DK.Maintain momentum of change

CV. Define how work will be

performed after change
CY. Determine implementation
strategy for change
DB.Manage and direct change
DE.Measure work before, during,
and after change
DH.
Ensure change is lasting
and persistent

DM.

Resistance

DN.

Factors

CN.Lack of focus; scope creep (keep

growing)
CQ.
Missed opportunities
CT. Change activities that have less
impact than others
CW.
Confusion,
misunderstanding
CZ. Lack of direction of change
DC.Problems left unresolved for too
long
DF. Lack of confidence in change
DI. Failure to reap benefits, reversion

DL. Change results may be undone

DO.

Fear of change
Cost Savings over
productivity
No proper training for
employees
Previous failures in
change
DQ.
Impact

Loss of morale
Lessened efficiency

DP.

Fear of demotion/loss of
position
Extra work affects current
work
Mgmt dont appreciate
change effort
Due credit not given
DR.

Increased absenteeism
Sabotage

Doing for the sake of

doing
Resistance worked
before
High turnover in mgmt
Change not addressing
major needs
DS.

Change effort slows

down
DT.

DU.
DV.

DY.

Change Management Activities

DW.

Types of Resistances

Open

DZ.Super vocal, must address

EA. Change threatens their status

DX.Underground
EB. Most dangerous
EC. Disrupts change secretly behind
backs

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ED.

EE. Easy to spot & catch. Stupid

but rare

EF. Hard to catch, must convince

logically
EG.Monitor productivity to spot

EH. Dealing with resistance

-

Do not attack resistance openly, at first. Drives people underground

Try to understand the rationale behind resistance, get people to express their
concerns in the open

Acknowledge that many people do not like to change old habits

Share resistance information with change management team

Do not assume you can turn everyone around

Concentrate on getting support from junior employees who will gain from change

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EI. Change Management Framework

Management

Executive Change Sterring Committee

Operational Change Steering Committee
Change Management Team
Strike Forces
Employees
EJ.

EK.
Configuration
EM.
Executive Change
Steering committee
Provide direction and approve major
change related activities
EO.
Operational Change
Steering Committee
Consists of several high level
managers interested in change,
members in change team, strike forces
Review work of strike forces
EQ.
Change Management
Team
Headed by two change leaders with
medium or junior level employees as
members
See Notes for Roles
ER.
Strike Forces
Teams composed of department
employees who evaluate current work
and develop ideas for change
Leader of each strike force come from
departments in disagreement
Strike force members still perform
their regular work in addition to strike
force

EL. Rationale
EN. Benefits of having two change
steering committees
Need for upper level committee so
senior managers will not meddle with
change
Operational Change Committee
provides link between upper
management and change team
Two levels help prevent
micromanagement of work
Two change leaders for continuity and
prevent burnouts

ES. Benefits of performing regular

work
Ensure faster results from limited time
Wont negatively impact department
ET.
EU. Benefits of strike force leader from
disagreeing department
Leader will press for change
Major issues to surface that are more
than cosmetic changes

EV.
EW.

Idea of an Issues Database and Lessons Learnt Database

EX. Document issues faced in change effort and use them for future change efforts
(DISC?)
-

EY. Issues Faced Database

Activities to which change issue
applies
Impact if not addressed
Type of work affected
Status
Priority
Action taken

EZ. Lessons Learnt Database

Processes/situations to which lessons
learned applies
Expected outcome
Guidelines to implement

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Results
FA.
FB.

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FC.

2C The How, Part I: Change Planning

FD. Vision: Where the organization wants to be (preferred future, a desirable state,
and ideal state)
Mission: How, in general terms, it supports the overarching vision
FE. IMPORTANT: Establish measurable elements for the vision and mission (See
Notes for examples)
FF. Gap Analysis: Process of assessing gap that has to be bridged between where an
organization is and where it wants to be
FG.

Identify possible business strategies to work towards objectives

FH. Analysis Table

FI. Breakdown Mission/Vision Identify Stakeholders/Strategy/Objectives Create
Analysis Table
FJ. 6 types of Analysis Table for Business Planning
FK. Or
ga
niz
ati
on
FO. Pr
oc
es
s
FS. Pr
oc
es
s
FW.Pr
oc
es
s
GA.Pr
oc
es
s
GE.Pr
oc
es
s
GI.

FL.
V

FM.Proce
ss

FN. To understand which business units will be

affected if change is initiated

FP.
V

FQ. Busin
ess
Issue
s
FU. Busin
ess
Objec
tives
FY. Busin
ess
Strate
gies
GC.Vision

FR. To highlight potential processes for change

that can alleviate business issues

GG.
Stakehol
ders

GH.
To weigh the value of business process
to the specific stakeholders

FT.
V

FX.
V

GB.
V

GF.
V

FV. To highlight potential processes for change

that can meet business objectives

FZ. To see the importance/suitability of the process

to the business strategy

GD.
To see whether process meets vision
elements

Business
Process
Stakehold
er

Business
Issues

Chang
e
Goals
VS
Business
Objective
s

Mission /
Vision
Business
Strategie
s

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GJ. Analysis Tables can also be used to identify the Change Goals (e.g. Increase
Productivity, very vague)
GK.Scope of Change
-

Technology
Infrastructure
Staffing of the work
Business Rules
GL.

Application Systems
Management of the
work
The work itself

Organization Structure
Policies/Processes
Facilities and location of
work

GM.

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GN.
Identifying potential areas of change (e.g. where to increase
productivity)
GO.

3 Step Process: Data Collection Analysis Decision

1) Data Collection
GP. You can interview but observations are definitely preferred
GQ.
GR.
Collect information through observations
Wh
a
t
GS.
GT. Strike forces, Change team at the initial stage
Wh
o
GU.
GV. At the worksite
Wh
e
r
e
GW. 1) Collect information in multiple visits by observing the actual work
2) Use collected information to identify problems with current processes
Ho
w 3) Get validation from employees that they are actual problems. Let them
relate the impact
*
4) Talk with employees about possible solutions. (Some may serve as quick
hits)
5) Define short and long-term changes and determine benefits of changes
6) Chart out plan for getting from current to future situations
GX. - Information can be validated immediately
Wh - Requirements are more precise and complete, Benefits are more tangible
y - Employees become more interested and involved from collaboration
- Being at the actual site means time is spent more effectively and
efficiently
GY. *See Notes for Guidelines & more info
2) Analysis
GZ.Make use of following analysis:
-

Basic information flow for

processes
Issues in the workflow and
where they occur
Boundaries between
departments
HA.

Shadow systems
workflow
Exception workflow
Rework workflow

Business rules
needed
Input/output
volume
Quick hits?

HB.To produce the following:

-

Identify current processes and work

Determine problems and opportunities (a situation in the business unit where change
would be beneficial)
Enter opportunities into database
Score the combined processes (See Notes for factors to consider)
HC.

3) Decision
HD.

Top 3 based on:

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-

Impact if not
implemented
Tangible benefits
Easiest to implement

Change objectives
alignment
Change strategy
alignment

Time required
Scope of change

Urgency
Scope of change

Ease of implementation

Benefit

Alignment-Change objectives/strategy

Risk/Resistance

HE.
HF. Implement both, parallel processes
HG.
Those not selected, communicate to the department why there werent
selected
HH.
HI. Note: See Notes for Marketing Change Management

HJ.

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HK.

2D The How, Part II: Change Implementation

HL.

Change Implementation Strategy:

Roadmap for how change will be undertaken in stages

Balance out cost and benefits across phases
Forces people to think about how multiple changes in different areas will be carried
out
HM.

Consider:

Areas of change
Current Situation
Long-term change
Performance measures
HN.
Quick Hits VS Long-term
change
HQ.
Time to implement

IC. Potential Resistance

HO.
Quic
k Hits
HR.
<
13
months
HU.
Mino
r
HX.Little or
none
IA. Little or
none
ID. Low

IF. Cost of change

II. Risks

IG. Low or none

IJ. Low

IL. Interdependencies with other

opportunities
IO.

IM. Less and

non-critical

HT. Policy Change

HW.

IT Infrastructure

HZ.Customer/Supplier impact

IP. Areas of
change /
Performanc
e measures
IU.

IQ. Curr
ent
Situa
tion
IV.

IR. Phase 1

HP. Long-term
Change
HS.
> 3 months

HV. Major
HY. Minor to
Major
IB. Minor to
Significant
IE. Moderate to
high
IH. Significant
IK. Moderate to
High
IN. Multiple and
Complex

IS. Phase

N
IW.

IX.

IT. Longterm
Change

IY.
IZ. Note: See Notes for example

JA. Opportunities Dependencies

-

Time Sequenced: B dependent on completion of A to proceed

Resource sharing: Change may affect or use the same people for implementation
Technology: Opportunities may rely on same technology
Customer/Supplier: Opportunity may affect same stakeholders
Management: Working with same manager or management has continuity
JB. Selecting the Winning Change Implementation Strategy
JC. Consider: 1) Resources, 2) Morale, 3) Duration
JD. Draw a chart of estimated benefits, risks, costs, etc. (See Notes)
JE. Who to be Change Team? New VS Old
JF.

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JG. IMPLEMENTATION
JH. Four main activities done in parallel:
-

Implement Quick Hits

Install and carry out major change
Measure results
Prevent deterioration and reversion

JI. Quick Hits

JJ. T
y
p
e
s

JK. T
i
m
i
n
g
JL. P
l
a
n
n
i
n
g
JM.G
a
p
b
e
t
w
e
e
n
Q
u
i
c
k
H
i
t

Policies and procedures change

Minor system changes
o Changing permission levels
Facilities or Layout change
Shift of work structure
o May require creation or removal of positions
Changes in interfaces
o Can span several departments
o Focus on problems, provide training, involve
stakeholders
Addressing shadow system
o Either eliminate or formalize it
Implementing additional or new work
o Usually in preparation for long-term change
o Stress necessity of additional work
Upper level manager introduce quick hits
Supervisors and employees have undergone training
Post-implementation

Revisit the sequencing of quick hits

Involve employees who were successful in the change effort
in later waves
How to quantify results

JN. Evaluate what has been

needs to be done
JO. e.g.
JP. Are
JQ. Post
a of
cha
Qui
nge
ck
Hits
JT. Net
JU. In
wor
plac
k
e
JX. Har
JY. In
dwa
plac
re
e
KB. Soft
KC. Acq
war
uire
e
d
KF. Pro
KG.Man

accomplished, and what else

JR. Long
Term
Chang
e

JS. Gap

JV. Same

JZ. Same

JW. Needs to
be
optimized
KA. Nothing

KD.Installe
d

KE. Installatio
n

KH. Autom

KI. Substantia

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s
&

ced
ure
s

L
o
n
g
t
e
r
m
C
h
a
n
g
e
KO.
Revi
e
w

KJ. Sta
ffin
g

KK. Non
e

ated
system
synchr
onizati
on
KL. Needs
to be
done

KM.
Aft
er
installatio
n

KN.

KS.
Wha
t
t
o
U
p
d
a
t
e
KU.

ual

KP. Decision to call: Go, No Go, Modify

KQ.Factors influencing decision:
Time taken to implement Quick Hits
Need for long-term change has
changed
Quick Hits SUPER successful
KR.
Review tasks of implementation plan
Revisit change team
Analyse list of issues
KT.

Out of funds
Low morale, high inertia
High turnover in Change
Team
Evaluate dependencies
from lessons learnt
Review overall schedule

KV.

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LB. KX.

KW.

LG.

LH.

--

es

Install and carry out major change

KY.Pilot/Phased
LC. Implement in one
unit first
LD.
Roll
out toif got
Limited
impact
problems Low risk
Overall
implementation can
be accomplished in
tandem or in parallel
Greater
and
Durationtime
is long
Not suitable for
operations with high
integration
Possible substantial
differences between
groups

KZ.
Parall
el
LE. In parallel to
existing
process fall
Immediate

LA.
Big Bang
LF. Introduce ALL at once

Only feasible method

Change over process takes
least time
- Disruption limited to
changeover and settling
down period
- Much greater coordination
- Continuous monitoring
needed to detect problems
- Super time-critical, very
stressful
- Necessary to create
workarounds,
shadow
LI. Note: See Notes
for Trade-offs
to consider

back if got issues

Opportunity to
speed up or slow
down the
transition
Require A LOT
more effort
Same people
doing two things
costs &
coordination

LJ. Measure Results

LK. Capability Maturity Model: Strong need to optimize software development aspects
LL. Six Sigma: (NOT TESTED)
-

Implemented with a focus on problems and opportunities that will yield significant
benefits
Implementation of a measurement-based strategy that focuses on process
improvement and variation reduction rather than checking for compliance against a
definition or model
Two methodologies:
o DMAIC (Design, measure, analyse, improve, control): For existing processes that
are falling behind
o DMADV(Design, measure, analyse, design, verify): To develop new processes
LM. Goals and Constraints of Measurements
LN.
Whe
n
t
o
M
e
a
s
u
r
e
LP. G
o
al
s

LO. Anywhere also can. Important thing is consistency and frequency

(DICE Article)
At the start, onset of change
Each stage of quick hits
Onset of long term change
After long term change

LQ. Technical Goals: To collect information to satisfy business and

political goals
- Heisenberg Uncertainty Principle: Disturbance in measurements
LR. Business Goals
- Ensure work has not deteriorated or reverted
- Identify potential additional activities for change
- Report to management what is going on
LS. Political Goals
- Provide evidence that change effort works and is effective

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LT. C
o
n
st
r
ai
n
ts
LU.

Support management, supervisors, employees to sustain change

Support standardized measurements for key processes
Systems: Inability to capture data
Information: Type, detail, validity, and amount of data
Resources
Schedule: No time to collect data
Process: Nature of actual work

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LV. Definition of a Measurement Process
LW. Step 1: Define the goals of measurement
Step 2: Determine how measurements will be employed
Step 3: Identify what measurements are necessary to achieve goals
Step 4: Conduct a simulation of measurement process to ascertain if approach is
practical
Step 5: Implement the measurement process (Data collection & analysis with
corrections if required)
LX. Structure of Measurements
-

Information required
Source of information
Timing of collection

Most economical
method
Where and how to
collect

How to organize
information
Who to collect and
analyse

LY. Note: See Notes for full explanation

LZ. Information Required:

-

Performance: How the work is done (Output side)

Resources: Ingredients that support the work (Input side)
Management: Supervision of work
MA.

IT Systems
Individual interviews/Focus groups
Direct observations
MB.

Sources of Information:

Timing of collection:

Limited when process is being considered as a change candidate

Detailed when change is in planning stage
Detailed at the onset of Quick Hit
Detailed xX after Quick Hit
Detailed after new change is effected
Periodic detailed on annual or semiannual
Reactive measurement for specific issue
MC.

MD.

Law of Diminishing Returns: Too much effort, too little value

ME.

MF. What to do with data

Lesson learned database
Issues faced database
Coordination of measurement efforts
Support management request for
analysis and information
Development of measurements,
analysis, and reporting
Longitudinal analysis of measurement
information
MH.

MG.
How to use data
Support incentive programs for
employees
Detect deterioration and process
problems
Use as basis for benchmarking
Select systems projects to pursue
Apply lessons learned in training

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MI. Prevent Deterioration and Reversion
MJ. Deterioration: the process of becoming progressively worse (failure to meet
standards/expectations)
Reversion: a return to a previous state, practice, or belief
MK.

3 Step Process: Prevention Detection Response

ML.

MS.

MT.

MR.

MQ.occurs

MP.

MM.
-

MV.

MX.

MN.
Deterioration
MO.
Reversion
Changing without thinking
- King & Queen bees restore
Focus on short term fixes
power
Change not controlled enough
- Difficulty changing habits
Attention on employees & systems, not
- Change not emphasized
on process
enough
input, /= output
- King & Queen Bees get louder
Complains about workload
- Employees seek K&Q more
Increased use of shadow systems
than supervisors
Greater dependency on manuals
- K&Q usurp power from
No updates to training material
supervisors
Work with K&Q to get them to participate and have ownership
Make management insist on measurement of processes
Organize awareness workshops
Go through to detect exceptions, workarounds, and shadow systems
Initiate measurement of deterioration through score card
Conduct measurements
Conduct informal visits
Encourage coming forward
Conduct periodic focus groups
MU.
Continue to monitor Gather more information Take
action
Persuade management to see problems of deterioration
o Reduced productivity & morale
Take action
MW.
Appeal to self-interest:
Employees: Work become more difficult and complex
Supervisors: More deterioration increases their involvement in the detailed
work of the process
Managers: If processes deteriorate, productivity, service, costs, and other

MY.

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MZ.

Part 3: Three Keys to Influence

1) Focus and Measure (Results we want)

2) Find Vital Behaviours (to get us there)
3) Engage the 6 Sources of Influence (to get everyone to adopt the vital behaviours)
NA.1) Focus and Measure (Results we want)
-

Provide clear, compelling, and challenging goals

Quantify changes using high value, low cost measures and measure frequently
Good measures drive the right behaviour

NB.2) Find Vital Behaviours (to get us there)

NC.Vital behaviours are high-leverage actions that lead to important results
ND.

Pareto Principle: 80% result come from 20% effort

NE.
Vital
NF. Notice
the
obvious
NI. Look for
crucial
moment
s
NL. Learn
from
positive
deviant
s
NN.
S
pot
Culture
Busters
NQ.

Behaviour Search Strategies

NG.
Recognize behaviours that are obvious but underused
NH.
e.g. Healthy people eat right, exercise more
NJ. Find times when behaviour puts success at risk
NK.e.g. 98% of our people do 98% of the right stuff 98% of the
time except when
NM.
Those who live in the same world but somehow
produce much better results i.e. a person who ought to have a
problem but for some reason doesnt
1. Find them
2. Let others observe them
3. Adopt their vital behaviours
NO.
Behaviours that reverse stubborn cultural norms and
taboos
NP. Unhealthy behaviours persist because confronting them
openly simply isnt done

NR.3) Engage the 6 Sources of Influence (to get everyone to adopt the vital
behaviours)
NS.

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NT.

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NU.
Individuals are personally
motivated to do exactly the opposite
NV. Help them love what they hate
NW.
NX.Assumption: Whenever others cause us inconvenience or pain, we suspect they
have selfish motives coupled with malicious intent. THIS IS WRONG!!!
NY.Tactic
OA.Allow for
Choice

OE.Create
Direct
Experien
ces
OG.
Te
ll
Meaningf
ul Stories
OI. Make it a
game

NZ.
Theory
OB.Gain access to human motivations only if theyre allowed the
psychological freedom to choose them
OC.
The more we push, the less it works
OD.
Solution:
1) Replace judgement with empathy
2) Replace lectures with questions
OF. Being able to experience first-hand is a powerful way to help
people recognize, feel, and believe in the change

OH.

Mixture of verbal persuasion and direct experience

Keeping score
Competition
OJ.

Constant Improvements Trend

Control over individual contribution

OK.
OL.
OM.
ON.
OO.

Help them do what they cant

OP. Much of Will is Skill Much of Skill is

Practice
OQ.
OR.
OS.Idea in Brief: Willpower/self-discipline can be acquired as a skill & Skill comes
through deliberate practice
OT. What is deliberate practice?
1. Demand full attention for brief intervals: Complete attention
2. Provide immediate feedback against a clear standard: Coupled with
complete concentration accelerates learning
3. Break mastery into mini goals: Set goals to improve behaviours or processes,
not outcomes
4. Prepare for setbacks; Build in resilience: Interpret setbacks as guides, not
brakes
OU.
-

Emotional Management: Take control of the amygdala

Transform difficult into easy

Perform cognitive reappraisal

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o
o
o

Classifying: distance yourself from your need by labelling it, i.e. be objective
Debating: debate with yourself about it by introducing competing thoughts
Deliberating: distract yourself

OV.

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OW.

No Source of influence is more

powerful and accessible than the
persuasive power of the people who
make up our social networks

OX.
OY.
OZ.Three Strategies: Lead the Way, Engage Formal and Opinion Leaders, and
Create New Norms
PA.
Le
ad the
Way
PE.Engage
Formal
and
Opinion
Leaders
PG.
Cr
eate
New
Norms
PH.

PB. Be the first to behave a new way

PC. A sacrifice can be a powerful influence accelerant:
- Time
- Ego
- Money
- Previous Priorities
PD.
PF. Institutional Theory: To influence the behaviour of users,
engage the credible sources

1) Make the undiscussable discussable: Throw out old norms

2) Create an environment where everyone is responsible not
only for themselves but also hold others accountable for
them as well

PI.
PJ.
PK.
PL.
PM.
PN.
PO. One is more likely to succeed when one
gets a little help from friends
PP.
PQ.

When others are part of the Problem

PR. If bad behaviour is reinforced by a web of players, all the players have to be
engaged in influencing change
PS.

Turn a me problem into a we problem

PT. Benefits to working together:

-

Interdependence: develops peoples ability to work as a team

Lesser blind spots: provide feedback that can be offered by a different pair of eyes
Group solidarity: give ourselves up to the larger cause and act for the good of
everyone else, or the plan fails
Collaborating: provide assistance to help people turn vital behaviours into productive
habits
PU.

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PV. Incentives should not be to overwhelm
people to change, but to remove
disincentives
PW.

Always engage Personal &

Social Motivation before using
Structural Motivation

PX.
PY. Over-justification Effect: An expected external incentive decreases a persons
intrinsic motivation to perform a task as they pay more attention to the external
reward than to the inherent enjoyment of the activity
PZ. Recognize being Rewarded Task must not be satisfying Withdraw reward
Activity not as fun Do less often

QA.
Rewards
QB.Do:
Ensure rewards:
o Come soon
o Are gratifying
o Clearly tied to vital behaviour
Give incentives a symbolic significance,
much more than the face value of the
incentive itself
Reward small improvements along the
way
QD.
Punishments
QE.Do:
Provide a clear warning: -ve things will
happen if they continue down the same
path
Administer punishment or risk losing
credibility
QG.

QC.
Dont:
Use incentives to compensate for
failure to engage personal and social
motivation
Reward only until phenomenal
rewards are achieved

QF. Dont:
Expect punishments to have a mirror
effect of positive reinforcement
Just hand out punishments without
warning

QH.
QI. You are a product of your environment.
So choose the environment that will
best develop you toward your objective
QJ.
QK.
Make use of things to enable behaviour works best when you can
alter the physical world in a way that eliminates human choice entirely.
QL. 3 Key Strategies

Strategy 1: Use the power of space. Leverage the effect of size, location, and
surroundings. For example, move things closer or further away.

Strategy 2: Use the power of data and cues. Leverage reminders in the
environment to help you remember how to act or that change what you think and
care about. For example, change the reports you routinely view to parallel your
goals and values, post visual directions, or place reminders in key spots.

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Strategy 3: Use the power of tools. Leverage machines, layout, structure,

policies, etc. For example, mechanize difficult work, change the reporting
structure, reorganize the work flow, or update instruction manuals, policies, and
procedures.

QM.

e.g. Drawing a line in the container to increase volume filled up

QN.

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QO.

Application of Six Sources of Influence

QP. Here is a quick example of analysing losing weight using the Six Sources of
Influence.
QQ.

S
ource
QS.Source 1

Personal
Motivatio
n
QU.
So
urce 2
Personal
Ability
QW.
So
urce 3
Social
Motivatio
n
QY. Source 4
Social
Ability
RA. Source 5

Structura
l
Motivatio
n
RC. Source 6

Structura
l Ability
RE.

QR.

Analysis

QT. Do you want to lose weight? For example, if you dont really
want to lose weight, youre not really going to try. It cant
just be for other people. It has to be for you.
QV. Do you have the skills, knowledge and techniques that work
for you? Chances are, you may know the patterns that work
for you, or at least the patterns that dont work.

QX.Do your friends want to go out drinking every night or

encourage you to eat a lot at your favourite haunts?

QZ.Is there somebody in your social circle that might have the
knowledge or resources you need to get an edge?

RB. When you go home, are you greeted by a big bowl of candy
or a big bowl of fruit? Your environment can motivate you in
a good way or a bad way.

RD.Do you have a way to workout at home? This can give you a
big advantage in the long run.

RF.

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RG.

Pop Quiz

1.

Over the years, although hospital administrators seek to implement Healthcare IS as part of
their change efforts, they have generally encountered more resistance from physicians than
nurses during implementation. A common reason explaining physician resistance is their
desire to uphold the values of the profession. Which of the following best explains this
phenomenon?
A. Mimetic force
B. Normative force
C. Coercive force
D. Profession force
E. E & D only

2.

Which of the following statements is true?

A. It is good to have a two pronged set of change goals one for employee consumption, and
one that is the real agenda
B. Having at least a change goal in each dimension can be useful for the change
effort
C. It is not wise to set change goals with managers because it will too tedious
D. End results are more important than how actions in change management are undertaken

3.

Which of the following statements is false?

A. It is always desirable to make changes one department at a time
B. Top management is important for organisational change
C. UTAUT explains part of the reason why IT implementation fails
D. It is unwise to ignore complaints from employees even if they are the minority

4.

In organisational change, employee resistance towards change is a serious issue that needs to
be managed tactfully. Which of the following regarding the management of resistance is true?
A. Resistance is never beneficial for organisations planning for change
B. Employees showing strong initial support for change implies that there is less need for
resistance management
C. If necessary, it is reasonable to ask selected staff to leave if they impede progress to
organisational change
D. If there were past failure at change in a particular department, there will likely be a higher
possibility of resistance from that department to future change
E. C & D only

5.

Which of the following statements is false?

A. It is not always necessary to eliminate shadow systems
B. A single implementation approach is best suited for complex projects
C. The percentage of total employees involved in the implementation of organisational-wide
change should be high
D. If the gap between quick hit results and long-term solution is very small, it might not be
worth it to go ahead with the long-term change
E. When faced with issues concerning a newly installed system, an option is to implement
workarounds
F.
None of the above

6.

Which of the following statements is true?

A. Collecting more data is always beneficial for the change effort
B. As a strike force member, if asked during data collection if this is just another attempt at
change, it is important to emphasise that it is
C. As a quick hit will appeal to upper management the most, it makes sense to only market
those to them
D. An activity that has no benefit if changed, and negligible impact if not changed, should
still be considered as a quick hit if it has a high ease of implementation
E. None of the above

7.

Which of the following statements is true?

A. It is good to make detailed measurements of processes while identifying change
candidates
B. Measuring the turnover of employees is a good measurement for vendor support

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C.
D.
E.

F.

If a system can provide the I require, there is no need to adopt other

measures
If implemented IT systems are working flawlessly, it signifies that processes requiring
them are so too
It is important to have a response to every measurement made
None of the above

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