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iKMS KM TALK on 26 June 2015: Applying Change Management in Organisational KM Work by Salleh Anuar

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iKMS KM TALK on 26 June 2015: Applying Change Management in Organisational KM Work by Salleh Anuar

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Knowledge practitioners have often faced challenges in ensuring the successful delivery of KM initiatives in Organisations. Organisational change management programs are vital to the success of a KM initiative. In fact, the reasons most often cited for why KM implementations did not deliver their expected benefits were organisational issues, such as insufficient communication; failure to integrate KM into everyday working practices; lack of training; and a lack of time to learn new systems and processes.

Success in knowledge management (KM) was traditionally about systems, technologies and platforms. What is often neglected is the focus on applying Change Management strategy and techniques to KM initiatives in order to address traditional resistance to new work, processes or systems.

This short, hands on session will walk the audience through on why Change Management is an effective and critical aspect of any KM initiative that impacts Culture and People. It will give participants a quick awareness and understanding of the ADKAR framework for Change Management. Participants will also be involved in interactive discussions on how they can implement the ADKAR framework into their KM initiatives. This presentation will conclude with the emphasis that, Change Management is a critical component of the success of KM in an Organisation.

Knowledge practitioners have often faced challenges in ensuring the successful delivery of KM initiatives in Organisations. Organisational change management programs are vital to the success of a KM initiative. In fact, the reasons most often cited for why KM implementations did not deliver their expected benefits were organisational issues, such as insufficient communication; failure to integrate KM into everyday working practices; lack of training; and a lack of time to learn new systems and processes.

Success in knowledge management (KM) was traditionally about systems, technologies and platforms. What is often neglected is the focus on applying Change Management strategy and techniques to KM initiatives in order to address traditional resistance to new work, processes or systems.

This short, hands on session will walk the audience through on why Change Management is an effective and critical aspect of any KM initiative that impacts Culture and People. It will give participants a quick awareness and understanding of the ADKAR framework for Change Management. Participants will also be involved in interactive discussions on how they can implement the ADKAR framework into their KM initiatives. This presentation will conclude with the emphasis that, Change Management is a critical component of the success of KM in an Organisation.

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iKMS KM TALK on 26 June 2015: Applying Change Management in Organisational KM Work by Salleh Anuar

  1. 1. APPLYING CHANGE MANAGEMENT IN ORGANISATIONAL KM WORK SALLEH ANUAR 26 JUNE 2015
  2. 2. ABOUT THE PRESENTER 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 2 Salleh Anuar has many years of ground experience in introducing new initiatives, processes and learning methods in organisations. Prior to joining WDA in Dec 2014, Salleh spent 14 years in the Singapore Armed Forces in various capacities. During this time in the SAF, he has introduced many new initiatives such as the SAF-wide new Fitness program that was based on exercise science. This involved overcoming decades old cultural mind-sets on how physical training was conducted. His last 3 years in the SAF was spent in the Centre for Leadership Development where he was part of a team to introduce the Action Learning Process in the SAF. This involved creating awareness, developing understanding, applying tools and reinforcing the new way of learning for the SAF in order to operate in a volatile and uncertain world. Today, the SAF applies the Action Learning Process as the key lessons learnt process. Salleh subsequently went into private consulting practice for 3 years to consult on KM for various organisations both public and private, focusing on metrics and analysis of root issues of culture and people in organisations. Salleh’s current work includes a dual portfolio as head of KM and Change Management in WDA. He is a certified PROSCI© Change Management Practitioner.
  3. 3. TOPICS TO BE COVERED • Why do some KM initiatives fail? • Prosci ® ADKAR® Model & the People Approach • Resources • Summary 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 3
  4. 4. WHY DO SOME KM INITIATIVES FAIL? Root Causes of Failure • Employee resistance • Ineffective management of the people side of change 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 4
  5. 5. EMPLOYEE RESISTANCE When we introduce new processes, tools or templates 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 5
  6. 6. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 6 We believe it will be a success!
  7. 7. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 7 We expect them to welcome our new ideas
  8. 8. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 8 We expect them to willingly volunteer to do the new work
  9. 9. ARE WE BEING REALISTIC? 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 9
  10. 10. INEFFECTIVE MANAGEMENT OF THE PEOPLE SIDE OF CHANGE 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 10
  11. 11. INEFFECTIVE MANAGEMENT OF THE PEOPLE SIDE OF CHANGE 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 11 We believe communications and training is sufficient
  12. 12. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 12 There is more to implementation than just project management!
  13. 13. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 13 How then can we implement KM initiatives successfully? By applying a Change Management Methodology
  14. 14. PROSCI® ADKAR® MODEL • Awareness • Desire • Knowledge • Ability • Reinforcement® 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 14
  15. 15. • Why is this KM initiative necessary? • Why is this initiative happening now? • What is wrong with what we are doing today? • What will happen if we don’t apply this KM initiative today? 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 15 AWARENESS OF THE KM INITIATIVE
  16. 16. Factors influencing Success • A person’s view of the current state • How a person perceive problems • Credibility of the sender of awareness messages • The circulation of misinformation or rumours • The contestability of the reasons for change 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 16 AWARENESS OF THE KM INITIATIVE
  17. 17. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 17 Building Factors Resisting Factors Communication with all stakeholders Comfort with status quo Access to information Credibility of messenger / instigator An event Debate or denial that change is needed An observable condition / need Rumour machines & misinformation AWARENESS OF THE KM INITIATIVE
  18. 18. Factors influencing Success • The nature of the initiative and how its impact • The organization or environmental context for the change • Each individual person’s situation • What motivates a person 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 18 DESIRE TO PARTICIPATE & SUPPORT THE INITIATIVE
  19. 19. DESIRE TO PARTICIPATE & SUPPORT THE INITIATIVE 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 19 Building Factors Resisting Factors Incentive for individual - personal gain In comfort zone Risk - fear of consequences if don’t implement Fear of unknown Wish to Belong Change not in individual’s self-interest or values Willingness to follow a leader you trust No answer to “What’s in it for me?” Alternative is worse Negative history of implementation - personal or organisational Face to face communication Individual situation
  20. 20. Factors influencing Success • The current knowledge base of an individual • The Capability of this person to gain additional knowledge • Resources available for education & training • Access to or existence of the required knowledge 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 20 KNOWLEDGE ON HOW TO CHANGE
  21. 21. KNOWLEDGE ON HOW TO CHANGE 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 21 Building Factors Resisting Factors Training & Education Gap between current & required knowledge Experience Insufficient time Access to information Insufficient Resources Mentoring Capacity to learn Support to Achieve
  22. 22. ABILITY TO IMPLEMENT REQUIRED SKILLS & BEHAVIOURS Factors influencing Success • Psychological Blocks • Physical capabilities • Intellectual capability • The time available to develop the needed skills • The availability of resources to support the development of new abilities 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 22
  23. 23. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 23 Building Factors Resisting Factors Ongoing factors Lack of time to develop skills Time Lack of support Coaching Psychological blocks – existing behaviour contrary to desired behaviour Access to required resources Limitations of individual ability Feedback Individual’s capabilities ABILITY TO IMPLEMENT REQUIRED SKILLS & BEHAVIOURS
  24. 24. REINFORCEMENT® TO SUSTAIN THE INITIATIVE Factors influencing Success • The degree to which reinforcement is meaningful and specific • The association of the reinforcement with actual demonstrated progress on accomplishment • The absence of negative consequences • An accountability system that creates an ongoing mechanism to reinforce the change 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 24
  25. 25. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 25 Building Factors Resisting Factors Celebrations Reward not meaningful or associated with achievement Ongoing rewards / recognition Absence of reinforcement Feedback Negative peer pressure to revert to old ways Holding to account Incentives that directly oppose the change Ongoing measurement Ongoing accountability and resource to embed the initiative or change REINFORCEMENT® TO SUSTAIN THE INITIATIVE
  26. 26. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 26 *Prosci© http://www.change-management.com/tutorial-certification-journal.htm MAPPING CHANGE MANAGEMENT TOOLS TO ADKAR®
  27. 27. 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 27 http://www.change-management.com/ RESOURCES
  28. 28. SUMMARY • KM initiatives that requires a change in the way people work requires a Change Management Approach • Prosci ® ADKAR® Model is one model for enabling change in people 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 28
  29. 29. Thank you! 26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 29

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