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  • Change Management and Conflict Resolution

  • Asia Metropolitan University

    Member
    November 23, 2021 at 3:35 pm

    Scenario

     

    As the lead consultant for Workplace Solutions Consulting, you are the one to deliver recommendations for organizational change to the management of Informational Systems. Some of the ideas involve centralizing some duplicated administration functions in regional locations and others involve de-centralizing product departments to break down silo walls across locations. You collected significant data in order to conduct the best analysis. The bottom line: although all of these changes are for the better for organization, they will be quite disruptive to the personnel at IS.

     

    Forum Question

     

    You used the data you collected in order to arrive at the most-informed decisions possible regarding changes to the organization. What steps would you follow and what information would you collect to ensure sound data-driven decisions? Describe how you would implement the following:

    The centralization of Finance and HR (no jobs lost, but increased specialization and responsibility).

    The de-centralization of the heretofore separate product departments (break up of existing teams, reforming new teams, and new reporting relationships).

  • Leonard Robinson Chin

    Member
    November 23, 2021 at 8:00 pm

    In any organizational change, it is a best practice that decision can only be made on visible data. This is to promote a transparent organization which is a main contributing factor for employees to work in a collaborative mode. As the scenario given above an extensive change in the organization, a thorough selection of data to support the decisions to be taken is needed. To support the decision, both qualitative as well as quantitative data should be gathered which can compromise of the following:

    1. List of current activities and their deliverables including man hours needed to complete the activities from each employee. This can give a clear indication of the activities that done by the employees as well as the efforts needed and can be used as a basis to streamline the activities and remove activities that do not focus on value when crafting out the new organization structure.

    2. Career development plans for each employee should also be looked at to gauge the career aspirations of the employees. If it does not exist, the managers should work with their employees to complete one. This careen development plans will assist in determining and alignment of future work assignment and upskilling needed for the employees against the new organization structure. This will greatly assist in staff retention and employees accepting the changes and ensuring that the organizational change is successful.

    3. Staff feedback is also via avenues such as employee satisfaction surveys to gauge what the employees is happy and not happy with. Areas which they are happy with should be leverage upon when crafting the new organization structure and areas of dissatisfaction improved upon. This re-organization activity can be a golden opportunity to improve staff satisfaction, retention and ultimately improve performance.

    In order to maximize success of the organizational change that is intended.

    The Kotter’s 8 step approach can be used. Here is a summary of the 8 steps and the activities that could be done to support this organization change that we have:

    1. Create a sense of urgency

    The reasons of the organization changes must be clearly and openly communicated to the employees for them to understand why the change is critical and what are the re-percussion if this change is not done.

    2. Build a guiding coalition

    To ensure a smooth roll out of this organization change a steering committee made up of presentative from all levels of the organization involved is needed. These members can be change agents to promote the organizational change and be SPOCs to assist in disseminating information and gathering feedback from their teams.

    3. Form a strategic vision and initiatives

    A clear vision and mission statement needs to be formulate and cascade down to each team for this organizational change.

    4. Communicate for Buy-In

    Promotion of the vision and mission of the change is also important via the use of collaterals such as button badges or posters on the walls. Behaviors that demonstrate adoption of this new ways be rewarded through incentive programs.

    5. Empower Action

    Assist to remove barriers and roadblocks that would prevent the organization change being successful. If upskill or reskilling is required, then such programs should involve everyone that is impacted by the organization change.

    6. Create Short Term Wins
    Quick wins are best way to get people’s buy-in. Such low hanging fruits can use to quickly demonstrate value about the organizational change. If people can see for themselves the benefits of the change, it would be easier for them to want to participate and adopt it. Instead of a big bang approach to this organizational change, smallest parts can be implement first so employees can see the benefits such as the use of automation which can save their time.

    7. Don’t Let Up

    Once you have gain the buy-in from step 6, move forward with large parts of the initiative. With the support, this step should be easier especially is the initiative is large.

    8. Make Change Stick

    The new organization structure and its way of working should be a regular way and the old way should be forgotten. The change should be institutionalized and made the official way moving forward.

  • Qairul Muzzammil Kamaruzaman

    Member
    November 23, 2021 at 10:08 pm

    To consult Informational Systems in implementing the organizational change, I would follow steps in Kotter’s Change Management Theory, and for this, I would require supporting data on work load of Finance and HR, their overhead cost and efficiency. To confirm this, I would also do an interview/questionnaire depending on the size to get a balanced view from both side. To implement this, I will get the management specifically and whole company in general to agree with this exercise by creating urgency top down from board meeting and cascaded to town hall sessions.

    In order this exercise can be initiated, I will get a team consist of top and middle management as well as regional key players to be set up as steering committee and assist the process.

    Our proposal is to centralize the roles and functions of Finance and HR, and at the same time keeping the same headcount, by shifting their roles and responsibilities thru rebranding them as Finance and HR Business partners, working closer with delivery organizations.

    Another part of our proposal is to realign product departments by restructuring these teams based on regions for a smoother governance, compared to current customer segmentation.

    Together with the steering committee we come up with a proposal for the change and get the management approval, then we will make clear the plan throughout the company.

    There will be some challenges from regional as well as central throughout this exercise, further short sessions with the concerned employees to get them onboard and understand the bigger picture will be the additional task for the steering committee.

    Potentially challenging situations and persons will be identified in the earlier part of the journey, based on gathered data as well as questionnaires/interviews.

    We will set a feasible short and medium target for the whole company strive to achieve and celebrate these wins to increase the moral boost. These shirt and medium targets can also be used as the tool to help guide the change momentum throughout the company.

    Finally we will set these changes as the corporate culture via direct, open and conclusive communication throughout the company, starting from the management and pass back the steering to the IS Management Board.

  • Maizatulziah Modin

    Member
    November 24, 2021 at 7:38 pm

    There are two main concerns that I could understand from the situation given. (1) The change shall not impact the employee, which means no job losses. (2) Form a new department from the existing team.

    Based on the two concerns above, I could say that the best model to be implemented is ADKAR Model. Let’s see the process model that can help to justify the decision-making.

    1. Current – the existing structure of the company
    As a lead, I should thoroughly look at all the possible needs and requirements of change. Then, to bring the necessary needs (i.e employee feedback) to be part of the change.
    In this case, there are two requirements, to centralize Finance and HR due to reduce duplication job function and to decentralize existing team
    Both activities refer to Awareness and Desire (A and D)

    2. Transition – to prepare and perform transitions to the new structure
    In this case, to retain existing workers and avoid job loss, the appropriate training or re-skill shall be conducted to help existing workers cope with the new role and organization structure.
    This phase is to look at those possibilities to drive the change and ensure that employees participate and understand. It is also to incorporate the change regularly.
    All activities refer to Knowledge and Ability (K and A)

    3. Future – the new department, role, and structure
    In this case, the new team has formed while Finance and HR merged.
    Once the transition happens, it is to keep the new changes and policy reinforced and implemented. It shall continue to support employee and organization (i.e training, upskill) to ensure no one is left behind, to cope and adapt to the new structure.
    The activity refers to Reinforcement (R)

    Those processes stated above which are referred to as ADKAR can help to decide and go through the change management process with minimum risk (employee lost job, employee skill).

  • Pavala Malar Nadan A/L Mariappan .

    Member
    December 1, 2021 at 2:01 am

    In order to ensure sound data-driven decisions, I would have carried out the following data gathering steps from department leaders and their subordinates.

    I would have engaged with the departments leaders to find out information such as:

    1. What are each department’s goals? This is to gauge whether these departments’ goals are complements with each other’s goals and align with the organization’s mission and vision.

    2. What is the current work structure? This is for me to analyze the business unit’s hierarchy, span of control and departments’ culture.

    3. Obtain details on the employees’ roles and responsibility of the affected department to identify the scope of work and their duties. These data are beneficial to identify roles that are redundant and outline plans to optimize their productivity.

    4. Gain information on employee’s career opportunities, current rewards, and compensation to ensure there will be minimal or no undesired impact in these schemes when change take place. This information also to be used to synchronize when centralization of Finance and HR department take place.

    Besides the above, I would have used purposeful sampling strategy to get subordinates to participate in interview session to find information on the following:

    1. Gauge the level of their understanding on organization’s mission and vision.

    2. To assess whether organization’s culture foster positive relationships among employees. Does employee feel generally positive about their work environment?

    3. To evaluate the level of trust within their organization.

    4. Employees’ feedback on what can be improve with current process or organization’s structure.

    I would use the information obtained from both leaders and subordinates to determine the organization’s fitness and readiness for change. Then, devise a strategy to manage it forward thus mitigating risk and increasing the likelihood of success.

    For this scenario, in my opinion the best strategy to implement the change is by using Kotter’s 8-step change model management theory. Rather than focusing exclusively on the project, Kotter’s model focuses extensively on the persons facing the changes.

    Step One: Create urgency.

    Create a sense of urgency to persuade others that they must act right away. Create a compelling argument for change so that others can see why it is important.

    Step Two: Build a coalition.

    It is not sufficient to try to push through change by ourselves. We need key people in the organization to support the change. We must aim for leaders who are influential and well-liked by their subordinates to be on our side. We need support from leaders from various parts of the organization who, when combined, have enough power to effect change.

    Step Three: Create a vision for change.

    We need a clear picture of how we envision the future organization and why change is important. People who will be affected by the change must be able to understand the vision.

    Step Four: Communicate the vision.

    By communicating vision clearly, it will win hearts and mind to get everyone pulling in the same course. In this stage, clear and laser-focused communication is crucial.

    Step Five: Empower others to act on the vision.

    The change coalition must remove any obstacles or roadblocks in the way of the team’s implementation of the vision. The change coalition empowers the team to succeed by removing barriers.

    Step Six: Create short-term wins.

    Major transformation can take long time, people might lose faith if they do not see any signs of progress. Need to structure initiative to deliver quick wins early on by breaking the initiative down into phases with 1 or more tangible benefits delivered at the end of each phase.

    Step Seven: Build on the change.

    Some change takes time, so there is a substantial possibility of people relapsing to old process. Need to continuously repeat steps four through six of the model by communicating the vision, empowering others, and scheduling quick wins.

    Step Eight: Anchor the changes in corporate culture.

    In this step, we make the change stick. The change must be embedded into the organizational systems and processes.

  • [email protected]

    Member
    December 6, 2021 at 8:51 pm

    You used the data you collected in order to arrive at the most-informed decisions possible regarding changes to the organization.
    What steps would you follow and what information would you collect to ensure sound data-driven decisions? Describe how you would implement the following:
    To ensure sound data driven decision i would more emphasize on the well-all rounded data analysis with the actual data that knows the business well and posses sharp organizational acumen in any given industry and competitive market. It helps in Establishing this foundational knowledge will equip you to make better inferences with your data later on focusing on the better results.

    Know your mission:
    We begin to make a good survey identifying feedback from the business through questions and then to answer those with organizational goals. This determines what you exactly and how to apply your strategy and equips you to make better choices in the organization goals. The example set by a few at the top can catalyze substantial shifts in company-wide norms.
    Identify data sources :

    Coordinating your various sources seems simple, but finding common variables among each dataset can present a tremendously difficult problem. It can be easy to settle for the immediate goal of utilizing the data for your current purpose alone, but it’s wise to determine whether or not this data could also be used for additional projects in the future. If so, you should strive to develop a strategy to present the data in a way that’s accessible in other scenarios as well.

    Clean and organized data:

    Surprisingly, 80 percent of a data analyst’s time is devoted to cleaning and organizing data, and only 20 percent is spent actually performing analysis. This so-called “80/20 rule” illustrates the importance of having clean, orderly information before you can attempt to interpret what it might mean for your organization. By working out exactly what you need to know, you can focus on the collected data and effective decisions that you really need and implement in the organization.

    Identify the alternatives : As we collect the information you will probably identify several possible paths of action or alternatives and also use our imagination and additional information’s to construct new alternatives in a step wise manner creating possible desirable alternatives and we need to make sure the insights gained from your data are used to inform decision making and, ultimately, improve performance.

    Turning insights into actions:

    Remain competitive among forward-thinking companies that do use data to their advantage Data-driven companies are more customer focused and enjoy a deeper insight into the customer and their journey.

    Cost-effective – it can be costly to store large volumes of data, especially if you only use it for compliance purposes.

    Detect new or missed opportunities, helping your company grow and improve regularly and Become more agile and better able to respond to markets.

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