Module:
Knowledge Management
10 Change Management and
Knowledge Management
Copyright: Dr. Michael Lim
5 Steps of Knowledge Management
•1.
•2.
•3.
•4.
•5.
Process Mapping
Social Network Mapping
Knowledge and Knowledge Process Mapping
Strategy and Analysis
Change Management
Environment-Strategy-Structure-Operations (ESSO) Business Model
(copyright: Dr. Michael Lim 2010)
Environment
PESTEL and Opportunities and Threats
- How do they affect us and our Customers, Competitors & Suppliers
Operations
•Key activities
•Key resources
•Key competitors
•Key suppliers and partners
•Key customers- segment, channel
(e.g. direct, franchise)
•Cost and Revenue
Operational
Competitive priorities
•Cost
•Quality
•Time
•Flexibility
•Innovation
•Affective
Strategy
Market opportunities
Competitive advantage
Resource based view
Market access e.g. government contracts
Customer base– broad or narrow/ focused/ niche
Knowledge Management
•Knowledge in people’s heads
•Documents, Databases and Resource Planning Programs
•Strategy, Structure and Operations
Structure
•Hierarchy
•Community (flat)
•Mixed
Design Copyright: Dr. Michael Lim (2010)
Lim, M. 2010. Environment-Strategy-Structure-Operations (ESSO) Business Model. Knowledge Management Module at Bangor University, Wales. Available at:
http://www.communitiesofinnovation.com/L/Dr_Michael_Lim_Business_Model_Knowledge_Creation_and_Innovation_Lecture_9.ppt
(last accessed 02/12/10)
Today’s Lecture
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Why do organizations plan to change?
Primary barrier to change
Why are people resistant to change?
Questions to ask before implementing change
Lewin’s Theory of behaviour modification for
change management
• Styles and tactics for managing change
• Learning Organization
• Case Study: Wikipedia
So… why should I stay awake?
• Understand what prevents change in
organizations
• Understand how to implement change in
organizations carefully
• Understand how to plan for a learning
organization that is capable of changing with the
environment
• Explore a social knowledge construction
platform- Wikipedia
• Understand the influence of motivation on
change management- Wikipedia
Why do organizations plan to
change?
• Respond to new Opportunities or Threats
• Anticipation of the above
Primary barrier to change
•People
Why are people resistant to change
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Power- “Why must I listen to you?”
Perception- “That’s the way to do it.”
Habit- “I am used to doing it that way.”
Inconvenience- “It’s troublesome to change.”
Money- “Am I earning less? Will I lose my
job?”
• Security- “That’s the way it has always been
done.”
Adapted from Johnson, G., and K. Scholes. 1999. Exploring Corporate Strategy. Fifth
edition. Prentice Hall Europe, London.
Questions to ask before
implementing Change
• 1. Who does the change affect?
• 2. Who will sustain the change?
• 3. Is the change easy to understand and accept?
Integrating Knowledge
•1. Unfreeze Macroprocess
– Probe and map
– Heat
•2. Integrate Macroprocess
– Manipulate
– Fit
•3. Freeze Macroprocess
– Monitor
– Reinforce
Adapted from Lewin, A. 1951. Field Theory in Social Science. Harper, New York.
- Unfreezing, movement, refreezing
Lewin’s Theory of Behaviour Modification for
Change Management
•1. Unfreezing
– Probe and map the forces that maintain behaviour in its
present form
– Communicate need for change
•2. Movement
– Development of new attitudes or behaviour
– Implement change
•3. Refreezing
– Stabilize change
– Reinforce e.g. policies
Adapted by Mullins, L. J. 2007. Management and Organizational Behaviour. Seventh Edition.
Dorling Kindersley, Delhi. From Lewin, A. 1951. Field Theory in Social Science. Harper, New York.
Forcefield analysis
• Forces for change
• Forces against
change
Johnson, G., and K. Scholes. 1999. Exploring Corporate Strategy. Fifth edition.
Prentice Hall Europe, London.
Styles of Managing Change
• Direction
• Education and
Communication
• Collaboration
• Intervention
•Coercion
Johnson, G., and K. Scholes. 1999. Exploring Corporate Strategy. Fifth edition.
Prentice Hall Europe, London.
Change Tactics
• Coherent change throughout the
organization
• Use of the appropriate change agents
• Timing
• Caring approach to job losses or those who
suffer as a result of the change
• Visible short-term wins
Johnson, G., and K. Scholes. 1999. Exploring Corporate Strategy. Fifth edition.
Prentice Hall Europe, London.
Learning Organization
• Traditionally, organizations are seen as
hierarchies that maintain order and control,
building stability and achieving efficiency
(exploitation).
• Now, the environment is fast changing, we need
learning organizations that are fast at processing
people’s collective knowledge and keeping in
step with the customers’ changing demands
(both exploitation and exploration).
Johnson, G., and K. Scholes. 1999. Exploring Corporate Strategy. Fifth edition.
Prentice Hall Europe, London.
Four Premises of Learning
Organizations
• Organizational learning involves a tension
between exploration and exploitation
• Organizational learning is multi-level: individual,
group, and organization
• The three levels of organizational learning are
linked by social and psychological processes:
intuiting, interpreting, integrating, and
institutionalizing (4I’s)
• Cognition affects action (and vice versa)
Crossan, M. M., H. W. Lane, R. E. White. 1999. An organizational learning framework:
from intuition to institution. Academy Management Review 24 (3) 522-537.
Crossan, M. M., H. W. Lane, R. E. White. 1999. An organizational learning framework:
from intuition to institution. Academy Management Review 24 (3) 522-537.
Case Study:
Social construction of knowledge
• Taking a look at Wikipedia
• Issues
– Quality
– Power of incumbent volunteers
• How to bring about change in an existing
system that is being run by volunteers?