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Information Technology and Innovation 2006 - Lecture 9
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16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 11
The Change AgentThe Change AgentIT & Innovation- IACT 405/905IT & Innovation- IACT 405/905
Katina Michael and Holly TootellKatina Michael and Holly Tootell02 4221560302 [email protected]@uow.edu.au http://www.itacs.uow.edu.auhttp://www.itacs.uow.edu.au
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 22
Lecture 11 - OutcomesLecture 11 - Outcomes External forces for changeExternal forces for change Internal forces for changeInternal forces for change The Change AgentThe Change Agent
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 33
Lecture ScheduleLecture Schedule1 1 Introduction to Introduction to InnovationInnovation
22Invention, Invention, PatentsPatents
3 3 Innovation Innovation Frameworks & Frameworks & TheoriesTheories
4 4 IT Innovation IT Innovation Case StudiesCase Studies
55The The Innovation Innovation Process: Auto-Process: Auto-ID ID TechnologiesTechnologies
66Adoption & Adoption & DiffusionDiffusion
**RECESSRECESS
77Technology Technology Assessment & Assessment & ForecastingForecasting
88Government Government Policies on Policies on InnovationInnovation
9 9 * Anzac Day * Anzac Day HolidayHoliday
1010Transnational Transnational Research & Research & CollaborationCollaboration
11 11 The Change The Change AgentAgent
1212Managing Managing Innovation in Innovation in IT&T IT&T OrganisationsOrganisations
13 13 Consequences Consequences of Innovationof Innovation
**ExamExam
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 44
External Forces for External Forces for ChangeChange MarketplaceMarketplace Governmental laws and Governmental laws and
regulationsregulations TechnologyTechnology Labor marketsLabor markets EconomyEconomy
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 55
What Can Change?What Can Change?
People Structure
Technology
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 66
Internal Forces for Internal Forces for ChangeChange
Business strategyBusiness strategy WorkforceWorkforce Technology and EquipmentTechnology and Equipment Employee attitudesEmployee attitudes
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 77
Change AgentsChange Agents What are “change agents”?What are “change agents”? Who can be a change agent?Who can be a change agent? Sequence of change agent rolesSequence of change agent roles Factors in change agent successFactors in change agent success Risk factors for change agentsRisk factors for change agents
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 88
What are change What are change agents?agents? An individual who influences An individual who influences
clients’ innovation-decisions in a clients’ innovation-decisions in a direction deemed desirable by a direction deemed desirable by a change agencychange agency
Seeks to secure adoption of new Seeks to secure adoption of new ideasideas
Attempt to slow diffusion process if Attempt to slow diffusion process if change has undesirable effectschange has undesirable effects
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 99
Who can be change Who can be change agents?agents? TeachersTeachers ConsultantsConsultants Public health workersPublic health workers SalespeopleSalespeople
Anyone who Anyone who overcomes chasm overcomes chasm between change between change agency and client agency and client systemsystem
High degree of High degree of expertise in areaexpertise in area
Ability to overcome Ability to overcome ‘jargon’‘jargon’
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1010
Sequence of CA RolesSequence of CA Roles
1.1. To develop a need for changeTo develop a need for change2.2. To establish an information-To establish an information-
exchange relationshipexchange relationship3.3. To diagnose problemsTo diagnose problems4.4. To create an intent in the client To create an intent in the client
to changeto change5.5. To translate an intent to actionTo translate an intent to action
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1111
Sequence of CA RolesSequence of CA Roles
6.6. To stabilize adoption and To stabilize adoption and prevent discontinuanceprevent discontinuance
7.7. To achieve a terminal To achieve a terminal relationshiprelationship
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1212
Factors in CA SuccessFactors in CA Success CA success in securing adoption of CA success in securing adoption of
innovation is positively related to innovation is positively related to extent of CA effort in contacting extent of CA effort in contacting clientsclients
CA success in securing adoption of CA success in securing adoption of innovation is positively related to innovation is positively related to degree to which diffusion program degree to which diffusion program is compatible with client needsis compatible with client needs
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1313
Factors in CA SuccessFactors in CA Success CA success in securing adoption of CA success in securing adoption of
innovation is positively related to innovation is positively related to empathy with clientsempathy with clients
CA contact is positively related toCA contact is positively related to– Higher social status among clientsHigher social status among clients– Greater social participation among Greater social participation among
clientsclients– Higher formal education among clientsHigher formal education among clients– Cosmopoliteness among clients Cosmopoliteness among clients
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1414
Factors in CA SuccessFactors in CA Success CA success in securing adoption of CA success in securing adoption of
innovation is positively related to innovation is positively related to credibility in the clients eyescredibility in the clients eyes
CA success in securing adoption of CA success in securing adoption of innovation is positively related to the innovation is positively related to the extent that he or she works through extent that he or she works through opinion leadersopinion leaders
CA success in securing adoption of CA success in securing adoption of innovation is positively related to innovation is positively related to increasing client ability to evaluate increasing client ability to evaluate innovationsinnovations
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1515
Risk factors for CARisk factors for CA Information overloadInformation overload Timing of client contactTiming of client contact Cultural homophily v heterophilyCultural homophily v heterophily
– Aides v change agentsAides v change agents– Safety credibility v competence Safety credibility v competence
credibilitycredibility
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1616
Calm Waters vs. White Calm Waters vs. White Water Rapids MetaphorsWater Rapids Metaphors
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1717
The Change ProcessThe Change Process
The Calm Waters MetaphorThe Calm Waters Metaphor– Change viewed as a break in the Change viewed as a break in the
organization’s equilibrium stateorganization’s equilibrium state UnfreezingUnfreezing the status quo the status quo ChangingChanging to a new state to a new state RefreezingRefreezing to make the change permanent to make the change permanent
White-Water Rapids MetaphorWhite-Water Rapids Metaphor– No stability and predictabilityNo stability and predictability– Organizations must Organizations must constantly constantly change to change to
survivesurvive
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1818
The Change ProcessThe Change ProcessUnfreezing Changing Refreezing
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 1919
What Can a Manager What Can a Manager Change?Change?
Structure
SpecializationSpan of controlFormalizationCentralization
Departmentalization
TechnologyWork processes
MethodsEquipment
PeopleAttitudes
ExpectationsPerceptions
Behavior
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 2020
Belief That Change Is Not Beneficial
Concern Over Personal Loss
Uncertainty and Ambiguity
Resistance to ChangeResistance to Change
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 2121
Fear of ChangeFear of Change
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 2222
Techniques for Techniques for Reducing Resistance Reducing Resistance to Changeto Change1.1. Education and CommunicationEducation and Communication2.2. Facilitation and supportFacilitation and support3.3. ParticipationParticipation4.4. NegotiationNegotiation5.5. Manipulation and Co-optationManipulation and Co-optation6.6. CoercionCoercion
16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 2323
Innovation VariablesInnovation VariablesOrganic structures
Abundant resourcesHigh interunit communication
Acceptance of ambiguityTolerance of the impractical
Low external controlsTolerance of risks
Tolerance of conflictsFocus on ends
Open-system focus
High commitment totraining and development
High job securityCreative people
Structural Variables
Cultural Variables
Human Resource Variables
StimulatesInnovation