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Shaping individual IS use
The road so farClasses 6, 7: p. 55 after ‘Risks’
Class 6: Measuring strategic consequences of IS use
Class 7: Acting on strategic consequences of IS use
Classes 8, 9: p. 72, at the end of the section on control
Class 8: Managerial control as a panopticon
Class 9: Managerial control as a shop window
Class 10: p. 100 at the end of the section on ‘mobile work’
Telework according to the user imperative
Class 11: p. 101 at the end of the section on ‘group work’
Virtual teams according to the user imperative
Today and next class...
Today: The tools for change: A menu of choices
Next class: The tools for change: The best tool for an ‘inside job’
... add both to p. 119, at the end of the section on ‘TOOLS FOR CHANGE’
challenges &opportunities
managerial practices
employees’practices
challenges &opportunities
managerial practices
employees’practices
2
1
challenges &opportunities managerial
practices
employees’practices
Working in groups:
Shaping structure*Minimal structure*Leading interactions
How about individual uses of technology?
Exercise
You are a team of consultants
You were hired to help a company implement Twitter
A manager asks:
“ what is the first (most important) thing I should do after installing the software on employees’ computers?”
Your answer?
Twitter, what is it?
The 3 processes of change
Alignment
Culture
Power and politics
Identity!
What is alignment?
How do you change in alignment?
1. Define a strategy
2. First change incentives (systems)
3. Follow with a matching information system
4. Align structure
5. Finally, deal with the soft ‘esses’
How does alignment work?
by providing consistent experiences for identity, beginning with incentives
Sales target
Saleswork target
Below target
Above target
Above targetBelow target
Sales
Saleswork
Ladder-climbers“go up the ladder”
20%
Money-grabbers(Prize-oriented)
“make money and win prizes”
3%
Money-grabbers(Not prize-oriented)“just make money”
20%
Ladder-hoppers “move to corporate”
1%
Wage-earners “make a living”
56%
The limitations of alignemnt
!
"
?
?
What is culture?
How do you change culture?
Begin with behavior
Wait for values and beliefs
Hope for change of assumptions
Begin with values and beliefts
Wait for behavior to change
Hope for change of assumptions
A B
How does culture work?
by defining the sources of shame
The limitations of culture
What is power and politics?
How to change with power and politics?
1. Persuade the right people
2. Relax and enjoy the show
How do power and politics work?
by using peer pressure / identity artefacts and practices
What are the limitations of power and politics?
The 3 processes of change
Alignment
Culture
Power and politics
Identity!
Today and next class...
Today: The tools for change through identity: A menu of choices
Next class: The tools for change through ID: The best tool for an ‘inside job’
... add both to p. 119, at the end of the section on ‘TOOLS FOR CHANGE’
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