The document discusses implementing knowledge management and change management. It covers the nature of organizational change, reasons for resistance to change, models for managing change like Lewin's three-step model, and the role of leadership and human resource interventions in change management. Examples of interventions discussed include training, communication, reward systems, and managing employee commitment. The slides also explore reasons why transformation efforts fail and emphasize the importance of change management strategies for successful knowledge management initiatives.

1. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.1
Analysis 1: Evidence and the Nature of
Knowledge in the Digital Age
Topic: Implementing Knowledge Management
Topic Number: 10

2. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.2
LEARNING OBJECTIVES
• To explain the nature of organisational change and the
role of leadership in change processes
• To describe different change management strategies
and gaining commitment for change
• To discuss the variety of human resource interventions
employed in change management programmes

3. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.3
NATURE OF CHANGE
Figure 10.2 The nature of change

4. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.4
CHANGE
• Changes within an organisation take place both in
response to business and economic events and to
processes of managerial perception, choice and
actions. Managers in this sense see events taking
place that, to them, signal the need for change
(Pettigrew, 1985)
• Changing environments: PESTEL
• Internal change
• Continuous, incremental and discontinuous change

5. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.5
RESISTANCE TO CHANGE
(Brown, 1998)
• Selective perception
• Habit
• Security
• Economic – basic pay, bonuses etc
• Status and esteem

6. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.6
PERSONAL RESPONSE TO CHANGE
Figure 10.3 Emotional response to change

7. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.7
LEWIN’S (1951) THREE-STEP MODEL OF
CHANGE
• Unfreezing – confront present level or use process of
re-education
• Moving – develop new behaviours, values and
attitudes
• Refreezing – stabilise organisation to new state of
equilibrium

8. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.8
KM & CHANGE MANAGEMENT
Figure 10.1 KM initiatives and change management

9. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.9
LEADERSHIP
• Vision that mobilises, energises and empowers
people
• Need to gain goal commitment – ‘I commit to goals
and will do whatever necessary’
• First phase – consultation. Look at key problems and
opportunities and HR analysis
• Second phase – test out plans for commitment and
resistance
• Third phase - announcement

10. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.10
HR INTERVENTIONS
(Brown, 1998)
• Recruitment and selection
• Induction, socialisation and training
• Communication using role plays, seminars,
case studies
• Performance appraisal system
• Reward systems – salary increases, bonuses,
promotions, perks (travel etc.)
• Leadership

11. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.11
PSYCHOLOGICAL CONTRACT AND
COMMITMENT
Figure 10.6 Psychological contract and commitment (Guest and Conway 1997;
Hislop 2002)

12. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.12
SPECTRUM OF EMPLOYEE
INVOLVEMENT
Figure 10.7 Spectrum of employee involvement

13. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.13
SYSTEMATIC TRAINING CYCLE (Stewart
1999)
Figure 10.8 Systematic training cycle (Stewart 1999)

14. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.14
PORTFOLIO APPROACH TO MANAGEMENT
DEVELOPMENT
Figure 10.9 Portfolio approach to management development (Odiorne 1984)

15. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.15
COMMITMENT THROUGH REWARD &
RECOGNITION
Figure 10.10 Commitment through reward and recognition schemes (Beardwell and
Holden 2001; Porter and Lawler 1968)

16. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.16
FORCE-FIELD ANALYSIS
Figure 10.5 Forcefield analysis

17. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.17
ORGANISATIONAL ICEBERG
(French & Bell, 1990)
Recognise importance of organisational culture

18. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.18
CHANGE INSTRUMENTS
(Wilson, 1994)
• Newsletter
• Attitude surveys
• Managing by wandering
around
• Consultants
• Briefing sheets
• Joint project groups
• Steering committee
• Video
• Roadshows
• Change centre
• Publications
• Progress charts
• Consultative
committee
• Poster campaign

19. Methods of influence:
• Force – bullying, tempers etc
• Rules and procedures – to
provide outcomes
• Exchange – bargaining,
negotiating and bribing
• Persuasion – power of
argument
• Magnetism – use charm and
infectious enthusiasm
Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.19
POLITICS OF CHANGE
(Handy, 1993)
Source of Power:
• Physical power
• Resource power
• Position power
• Expert power
• Personal power
• Negative power – to disrupt

20. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.20
WHY TRANSFORMATION EFFORTS FAIL?
(Kotter, 1995)
• Not establishing a great enough sense of urgency
• Not creating a powerful enough coalition
• Lacking a vision
• Undercommunicating by a factor of ten
• Not removing obstacles to the new vision
• Not systematically planning for and creating short-term
wins
• Declaring victory to soon
• Not anchoring changes in corporate culture

21. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.21
Reading and preparatory work to be done
Read:
• Jashapara, A. (2011) “ Knowledge Management:
An Integrated Approach” Pearson Education,
Chapter 10
Work to be done before the seminar:
• Carry out all the reading above
• Answer the questions on the handout
• Bring your work to the seminar
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22. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.22
Essential work for next week
• Please consult the OLE for details of:
– Essential readings*
– Seminar/workshop preparation work*
– Recommended further readings
– Any additional learning
* Essential readings and preparation work must always be completed in time
for the next session
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23. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.23
End of presentation
© Pearson College 2013