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Chapter 10.ppt
1.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.1 WELCOME! Chapter 10 IMPLEMENTING KNOWLEDGE MANAGEMENT
2.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.2 LEARNING OBJECTIVES • To explain the nature of organisational change and the role of leadership in change processes • To describe different change management strategies and gaining commitment for change • To discuss the variety of human resource interventions employed in change management programmes
3.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.3 CHANGE • Changes within an organisation take place both in response to business and economic events and to processes of managerial perception, choice and actions. Managers in this sense see events taking place that, to them, signal the need for change • Changing environments: PESTEL
4.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.4 NATURE OF CHANGE Figure 10.2 The nature of change
5.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.5 CHANGE • Incremental change’, characterised by stable markets, the past repeating itself in the future and predictable organisational challenges • Change was no longer slow and predictable but showed much greater flux due to increased internal complexity and turbulence in the external environment • Such ‘bumpy incremental change’ or flux can often result in periodic reorganisations to increase the organisation’s ability to respond to the quickening pace of daily problems and perceptions of work overload
6.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.6 RESISTANCE TO CHANGE • Selective perception • Habit • Security • Economic – basic pay, bonuses etc • Status and esteem
7.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.7 PERSONAL RESPONSE TO CHANGE Figure 10.3 Emotional response to change
8.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.8 PERSONAL RESPONSE TO CHANGE • Shock from an individual feeling overwhelmed and paralysed by the new situation or event. This can lead to rejection of the change process and an assertion that the change won’t happen. • Denial as the individual clings to the past and their everyday routines. Resistance to change is at its highest level at this stage, leading to a defensive reaction. • Depression as the individual feels that the situation is beyond their control, resulting in sadness, anger, confusion and withdrawal from the change process
9.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.9 PERSONAL RESPONSE TO CHANGE • Letting go by the individual. The individual acknowledges and accepts the change but does not necessarily like it. This represents a turning point in the change process • Testing as the individual tries out new behaviours and ways of working. • Consolidation of new experiences and ways of behaving to develop new norms and routines • Internalisation, reflection and learning leading to effective adaptation of change pro- cess. The individual response tends to be ‘things are changing, let’s work with it’.
10.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.10 LEADERSHIP • What is needed from leadership to enable change? – Vision that mobilises, energises and empowers people – building and articulating clearly accepted goals and expectations – Need to gain goal commitment – ‘I commit to goals and will do whatever necessary’ • Common practice in the leadership of change is to adopt a three- phase: – Consultation: Look at key problems and opportunities and HR analysis – Test out plans for commitment and resistance. The aim is to test for commitment to the change process by simulating the benefits and challenges of the change – Announcement the announcement of the change process through conferences, meetings, newsletters and other m
11.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.11 CHANGE MANAGEMENT STRATEGIES • The three phases advocated for helping individuals, groups and organisations manage change are: – Unfreezing – confront present level or use process of re-education – Moving – develop new behaviours, values and attitudes – Refreezing – stabilise organisation to new state of equilibrium
12.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.12 KM & CHANGE MANAGEMENT Figure 10.1 KM initiatives and change management
13.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.13 APPROACHES FOR MANAGING RESISTANCE TO CHANGE • Education and persuasion. – This involves explaining the problems and issues concerned with current working practices and how the change management programme can benefit individuals, groups and the organisation as a whole. • Participation and involvement. – This is an important approach to engage people and get ‘buy-in’ for the change process. • Facilitation and support. – Resistance to change often results from the loss of something that is valued by organisational members.
14.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.14 APPROACHES FOR MANAGING RESISTANCE TO CHANGE • Negotiation and agreement. – The negotiations are about reaching a compromise so that both parties can gain some benefits from the new situation. • Manipulation and cooption. – This involves a covert operation to bias information and communications in an organisation in order to gain support. – However, this can result in coopted members feeling deceived in the long term and can act as a restraining agent. • Coercion. – This approach is used in more extreme cases where a manager has the ability to exercise power over granting or withholding a valued outcome, such as promotion or pay, from an organisational member.
15.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.15 SPECTRUM OF EMPLOYEE INVOLVEMENT • The nature of employee involvement schemes can be divided into four groupings • Downward communication from management using company newsletters, the intranet and regular team briefings. • Upwards, problem-solving forms which aim to capture employee knowledge and expertise. These may include attitude surveys, quality circles, TQM and suggestion schemes. • financial participation which aims to link employee effort with performance of the organisation. This may include organisation-wide rewards such as profit- sharing schemes, share ownership or bonus schemes. • Representative participation of employees through their representatives such as union members. These may include joint consultative committees, works councils, co-determination and collective bargaining.
16.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.16 SYSTEMATIC TRAINING CYCLE Figure 10.8 Systematic training cycle (Stewart 1999)
17.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.17 COMMITMENT THROUGH REWARD & RECOGNITION Figure 10.10 Commitment through reward and recognition schemes (Beardwell and Holden 2001; Porter and Lawler 1968)
18.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.18 WHY CHANGE EFFORTS FAIL? • Not establishing a great enough sense of urgency • Lacking a vision • Miscommunication • Not removing obstacles to the new vision • Not systematically planning for and creating short-term wins • Declaring victory too soon • Not anchoring changes in corporate culture
19.
Jashapara, Knowledge Management:
An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011 Slide 10.19 THANK YOU
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