AQA Information and Communication Technology/ICT4/The Management of Change

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The introduction of information systems will result in change. If this change is not managed, it is likely the IS will fail.

As a result of the 1996 OASIG study, it was discovered that

  • 80-90% of IS's do not meet performance targets
  • 80% are late or other budget
  • 40% are never completed.
  • Less than 40% fully address training and skills requirements
  • Less than 25% properly integrate business and technology objectives
  • 10-20% meet all their success criteria

[edit] Issues which need management when a system is changed

  • Skills of a workforce may not be needed under a new IS, meaning they need to be reskilled
    • They will need to be retrained to use new skills, which may be of a higher order
    • They will need to be retrained in the operational procedures, in additional to IT skills.
    • They will need to understand the consequences of not using the new system correctly.
  • Workforce attitude
    • Most people are resistant to change
    • The changes need to be completely explained
    • Users should be involved in change from an early stage.
  • Organisational structure
    • Not only may the system change, but the organisation around it may need to update their working practices for the new system
    • If responsibilites and delegations change, people may feel "left out" of the new system (middle managers may be disillusioned if their responsibilities are delegated lower down, etc).

[edit] Why people may react badly to change

  • They fear redundancy
  • They fear a reduction in status and job satisfaction
  • Changes in organisational structure may result in a loss of promotion opportunities
  • People feel their aims and ambitions are threatened
  • People may fear that their proposals are criticising their past efforts
  • General distrust of technology
  • no one likes change especially old people

[edit] How to successfully manage change

  • Changing too much at once is a recipe for disaster.
  • Encourage people who are affected by the change to participate in the change
  • Ensure all your senior management are publically supportive of the change, and are repeatedly demonstrating this support
  • Ensure everyone has had proper training on the change
  • Make sure everyone knows why they're changing
  • Share all information and plans to everyone as soon as possible
  • Make sure that public information is not too technical for people to understand
  • Make sure everyone participates and is properly consulted
  • Divide the change into small steps to make sure people don't feel rushed into the change
  • Minimise surprises
  • Encourage motivation
  • Minimise people who "lose" from the change.
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