1. 1-1 Information Technology Project Management by Jack T. Marchewka Power Point Slides by Richard Erickson, Northern Illinois University Copyright 2003 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for further information information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.

2. 1-2 Chapter 11 – Managing Organizational Change, Resistance, and Conflict

3. 1-3 Chapter 11 – Objectives Describe the discipline of organizational change management and its role in assessing the organization’s readiness and capability to support and assimilate a change initiative.Describe the discipline of organizational change management and its role in assessing the organization’s readiness and capability to support and assimilate a change initiative. Describe how change can be viewed as a process and identify the emotional responses people might have when faced with change.Describe how change can be viewed as a process and identify the emotional responses people might have when faced with change. Describe the framework for managing change that will be introduced.Describe the framework for managing change that will be introduced. Apply the concepts and ideas in this chapter in order to develop a change management plan. This plan should focus on assessing the organization’s willingness and ability to change, developing a change strategy, implementing and tracking the progress toward achieving the change and then evaluating whether the change was successful, and documenting the lessons learned from those experiences.Apply the concepts and ideas in this chapter in order to develop a change management plan. This plan should focus on assessing the organization’s willingness and ability to change, developing a change strategy, implementing and tracking the progress toward achieving the change and then evaluating whether the change was successful, and documenting the lessons learned from those experiences. Discuss the nature of resistance and conflict and apply several techniques for dealing with conflict and resistance in an efficient and effective way.Discuss the nature of resistance and conflict and apply several techniques for dealing with conflict and resistance in an efficient and effective way.

4. 1-4 IT Systems may be a technical success but an organizational failure.

5. 1-5 Common False Beliefs “People want this change.”“People want this change.” “Monday morning we’ll turn on the new system and they’ll use it.”“Monday morning we’ll turn on the new system and they’ll use it.” “A good training program will answer all of their questions and then they’ll love it.”“A good training program will answer all of their questions and then they’ll love it.” “Our people have been through a lot of change— what’s one more change going to matter?”“Our people have been through a lot of change— what’s one more change going to matter?” “We see the need for helping our people adjust, but we had to cut something…”“We see the need for helping our people adjust, but we had to cut something…” “They have two choices: they can change or they can leave.”“They have two choices: they can change or they can leave.”

6. 1-6 Possible Results of false beliefs The change may not occur.The change may not occur. People will comply for a time and then do things to get around the change.People will comply for a time and then do things to get around the change. Users will accept only a portion of the change.Users will accept only a portion of the change. The full benefits of the project are never realized or are realized only after a great deal of time and resources have been expended.The full benefits of the project are never realized or are realized only after a great deal of time and resources have been expended.

7. 1-7 Change Management “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.” -Gartner Group

8. 1-8 The Nature of Change The Impact of Change - Whether we view change as positive (anticipation) or negative (dread), there is a certain amount of stress that accompanies each change.The Impact of Change - Whether we view change as positive (anticipation) or negative (dread), there is a certain amount of stress that accompanies each change. Assimilation - is the process of adapting to change and determines our ability to handle current and future changeAssimilation - is the process of adapting to change and determines our ability to handle current and future change (Davidson 2002)

9. 1-9 Assimilating Change

10. 1-10 The Nature of Change Change as a ProcessChange as a Process –Force Field Analysis or change theory (Lewin 1951) Driving Forces – Facilitating changeDriving Forces – Facilitating change Resisting Forces – Barriers to changeResisting Forces – Barriers to change Unfreezing (the present state)Unfreezing (the present state) Changing (the transition state)Changing (the transition state) Refreezing (the desired state)Refreezing (the desired state)

11. 1-11 Lewis’ Change Process Model

12. 1-12 The Nature of Change Emotional Responses to ChangeEmotional Responses to Change –Kübler-Ross’ Grieving Model may be applicable for understanding reaction to significant change DenialDenial AngerAnger BargainingBargaining DepressionDepression AcceptanceAcceptance

13. 1-13 The Change Management Plan

14. 1-14 The Change Management Plan Assess Willingness, Readiness, and Ability to Change SponsorSponsor –Initiating vs. sustaining sponsor Change AgentsChange Agents –The project manager and team Targets of ChangeTargets of Change –The users –Must understand The real impacts of the changeThe real impacts of the change The breadth of changeThe breadth of change What’s over and what’s notWhat’s over and what’s not Whether the rules for success have changedWhether the rules for success have changed

15. 1-15 The Change Management Plan Assess Willingness, Readiness, and Ability to Change Leavitt’s Model of Organizational Change – Interdependence of componentsLeavitt’s Model of Organizational Change – Interdependence of components

16. 1-16 The Change Management Plan Develop or Adopt a Strategy for Change Rational–Empirical ApproachRational–Empirical Approach –Picture, Purpose, Part to Play Normative-Reeducation ApproachNormative-Reeducation Approach –Focus on the core values, beliefs, and established relationships that make up the culture of the group. Power-Coercive ApproachPower-Coercive Approach –Compliance through the exercise of power Environmental-Adaptive ApproachEnvironmental-Adaptive Approach –Although people may avoid disruption and loss, they can still adapt to change

17. 1-17 The Change Management Plan Implement the Change Management Plan and Track Progress Track Progress using project tools (Gantt, Pert, etc.) to gauge how well organization is adapting to the change.Track Progress using project tools (Gantt, Pert, etc.) to gauge how well organization is adapting to the change. CommunicationCommunication –Watch out for the rumor mill! –Media is important –Must flow in both directions

18. 1-18 The Change Management Plan Evaluate Experience and Develop Lessons Learned Experiences should be documented and made available to other team members and other projects so that experiences can be shared and best practicesExperiences should be documented and made available to other team members and other projects so that experiences can be shared and best practices Overall success of the change management plan should be evaluatedOverall success of the change management plan should be evaluated Adds new form and functionality to the project organization’s IT project methodology.Adds new form and functionality to the project organization’s IT project methodology.

19. 1-19 Dealing With Resistance and Conflict ResistanceResistance –should be anticipated from the outset of the project –can be either overt or covert –Once the change is compromised, management and the project team will lose credibility, and the organization may become resistant to all future changes

20. 1-20 Dealing With Resistance and Conflict ResistanceResistance –May arise for valid reasons –May occur even when those resisting know the change will be beneficial –Is a natural part of any change process –Change agents dealing with resistance should: listen not arguelisten not argue clearly communicate boundaries of changeclearly communicate boundaries of change understand that empathizing is not necessarily agreeingunderstand that empathizing is not necessarily agreeing

21. 1-21 Dealing With Resistance and Conflict ConflictConflict “Although conflict is one of the things most of us dislike intensely, it is inevitable. Most often when we try to avoid conflict, it will nevertheless seek us out. Some people wrongly hope that conflict will go away if it is ignored. In fact, conflict ignored is more likely to get worse, which can significantly reduce project performance. The best way to reduce conflict is to confront it.” (Verma, 1998)

22. 1-22 Dealing With Resistance and Conflict Different Views of conflictDifferent Views of conflict –Traditional – conflict is negative and should be avoided –Contemporary – conflict is inevitable and natural and can be positive or negative –Interactionist View – conflict is an important and necessary ingredient for performance.

23. 1-23 Dealing With Resistance and Conflict Categories of ConflictCategories of Conflict –Conflicts associated with the goals, objectives, or specifications of the project. –Conflicts associated with the administration, management structures, or underlying philosophies of the project. –Conflicts associated with the interpersonal relationships among people based on work ethics, styles, egos, or personalities.

24. 1-24 Dealing With Resistance and Conflict Approaches for managing conflictApproaches for managing conflict –Avoidance Retreat, withdraw, or ignore conflictRetreat, withdraw, or ignore conflict –Accommodation Appease the parties in conflictAppease the parties in conflict –Forcing Dominant authority resolves conflictDominant authority resolves conflict –Compromise BargainingBargaining –Collaboration Confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and perspectives.Confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and perspectives.

25. 1-25 Dealing With Resistance and Conflict Each conflict situation is unique and the choice of an approach to resolve conflict depends on: Type of conflict and its relative importance to the project.Type of conflict and its relative importance to the project. Time pressure to resolve the conflict.Time pressure to resolve the conflict. Position of power or authority of the parties involved.Position of power or authority of the parties involved. Whether the emphasis is on maintaining the goals or objectives of the project or maintaining relationships.Whether the emphasis is on maintaining the goals or objectives of the project or maintaining relationships.

26. 1-26 Dealing With Resistance and Conflict Polarity Management –Polarity Management – –required when two sides (i.e. advocates of change and those resisting change) end up in a polarity where each side can only see the upsides or advantages of their pole and the downsides or disadvantages of the other. –suggests both sides should: Clarify what you value and what you do not want to lose.Clarify what you value and what you do not want to lose. Let the other side know that you are aware of the downsides of the pole you favor.Let the other side know that you are aware of the downsides of the pole you favor. Assure the other side that you want to maintain the upsides of their pole.Assure the other side that you want to maintain the upsides of their pole.

27. 1-27 Dealing With Resistance and Conflict Polarity Mapping – identifying the upsides and downsides each side is advocatingPolarity Mapping – identifying the upsides and downsides each side is advocating CrusadersCrusaders –want to change the status quo and are supporters of change. –contribute by identifying the downsides of the current pole –provide the energy to move away from the current pole. Tradition BearersTradition Bearers –are at the opposite end of the pole and wish to preserve the best of the past and present. –identify the upsides of the current pole and the downsides of the opposite pole. –help identify things that should be preserved

28. 1-28 Polarity Mapping

29. 1-29 Polarity Mapping Helps people “get away” from seeing their current initiative as being the only “solution to the problem”Helps people “get away” from seeing their current initiative as being the only “solution to the problem” Not a case of choosing one idea over anotherNot a case of choosing one idea over another Recognizes that both polarities must be managed simultaneouslyRecognizes that both polarities must be managed simultaneously