Change management in relation to knowledge management

1. Change
management
in relation to
knowledge
management
systems
BAIGA
VICENT
vicentbaiga@gmail.com

2. What is Change Management?
What is Change Management?
Change Management is a comprehensive term
used to describe change at both the individual
and organizational level. The term
Change Management: is an approach to
transitioning organizations, teams and
individuals from their current state to a new
desired state for the future
.

3. Change Management
is used to describe:
1.The task of managing change;
2.An area of professional practice;
3.A body of knowledge (consisting of models, methods,
techniques, and other tools);and
4.A control mechanism (consisting of requirements, standards,
processes and procedures).

4. What is Knowledge Management
Knowledge management, or KM, is the process through which
organizations generate value from their intellectual property and
knowledge-based assets
KM involves the creation, dissemination, and utilization of knowledge

5. Knowledge Management
Components

6. Change management/ knowlegde
management
The success of the implementation of changes in the organizations
must be supported by some factors. In the context of KMS, Wong
(2005), based on his research, states that the supporting factors in
implementing KMS in organizations include leadership and
management support, culture, information technology (IT), objectives
and strategies, measurement, organization infrastructure, process and
activity, motivation support, resources, socialization, education, and
training, and human resource management.

7. The phases performed in systems thinking are
Environment, Outputs, Feedback, Inputs, and
Throughputs that can be explained as follows

8. Phase A – Outputs
In this phase, organizations must define and determine the objectives
and desired outcomes from the changes. Organizations must answer
the question “where do the organizations want to be?” This phase
also means that the organizations need to identify clearly their ideal
goals from the changes.

9. Phase B – Feedback
This phase is a phase in which organizations measure the
changes to find out whether the desired outcomes has been
achieved or not. In this phase, organizations must answer the
question “how will the organizations know when they already
achieved the goals?”

10. Phase C – Inputs
In this phase, organizations analyze the current condition of
the company. In this phase, organizations must asnwer the
question “where are the organizations now?” Organizations
define the gap between the present state and the desired
future.

11. Phase D – Throughputs
This phase is a phase in which organizations begin to develop and
determine the strategies to achieve the desired outcomes. The
strategies must integrate all the process, activities, relationships,
and changes needed to close the gap and create the desired
outcomes identified through phase A. In this phase, organizations
must answer the question “how the organizations achieve the
desired outcomes from the current condition of the organizations?”

12. Phase E – Environment
In this phase, organizations need to identify the present external
condition that is likely be affected in the future by the changes
currently happened in the organizations. The identification should at
least take three years projection into account. In this phase, we must
answer the question, “what other factors need to be considered that
could change in future environment?”

13. Change Management Strategies of
KMS Implementation
Analysis of the Future External Condition of the
Company
Based on the System Thinking Approach, the analysis of
the future external condition of the company is Phase E,
the environment scan. Since PT. TelkomVision Indonesia
plans to implement its KMS one or two years later, then the
analysis of the future external condition of PT.This analysis
is conducted to observe the desired position by the
company in the future related to the implementation of
KMS

14. Formulation of the Objectives and Success Measurements of
KMS Implementation
This step defines the objectives and success measurements of the
KMS implementation. We generated the objectives by conducting
literature study, that subsequently discussed with the IT division of
PT. TelkomVision Indonesia. Based on the discussion, the
knowledge management functions that are needed in the company
are knowledge discovery, knowledge capture, and knowledge
sharing.
Analysis of the Current Internal Condition of the Company
Based on the System Thinking Approach, Phase C concerns the
assessment strategies. In this phase, the analysis of the current
internal condition of the company is conducted. The analysis is
performed by using interviews with the IT division and distributing
questionnaires to the employees. The interviews are used to
observe the management views about the KMS implementation,
whereas the questionnaires are used to observe factors influencing
the acceptance of employees toward the KMS implementation.

15. Systems Thinking
seeing the whole as a primary. Systems thinking also could be means
as a tool for finding patterns and relationships among subsystems
and learning to reinforce or change these patterns to achieve specific
outcomes. The main concept in systems thinking is backward thinking
and organization design that must be adjusted with the future desired
by organization. Systems thinking helps the process of resolving the
complex problems by using a simple way and elegant by firstly, focus
on the desired outcomes and continue to think backwards to identify
number of ways that need to be utilized to achieve the desired
outcomes

16. Lewin’s Three Steps Model
Lewin's Three Steps Model is a change management model
introduced by Lewin (1951). Through his model, Lewin states
that there are three steps to implement changes in the
organizations that comprise of the followings steps (Cameron
and Green, 2009):

17. Unfreeze
 This step is a crucial step in which organizations are aware and
comprehend the changes happened in the environments. In this step,
organizations prepare to do the changes. This step starts with an
awareness, that the organizations need changes to adapt with the
environment and arrangements to leave the safe zone. In this step,
organizations must prepare and help people in the organizations to
understand and convince them that the changes are needed before that
process of changes will be implemented. The process of changes must
be led by those who are in a relatively high position, such as manager.
The managers must comprehend the importance of the changes, and
subsequently educate other people about the changes and their
importance. Afterward, the manager must establish short-term goals as
well as long-term goals correspond with the changes

18. Movement
 In this step, the process of change begins to be
implemented gradually. Organizations start to leave the
old ways and then use the new ways. The changes must
comply with the objectives and the desired situation after
the changes. The process definitely needs a total
involvement of all the people who are affected by the
changes. This is a challenging step because of the
resistance and hesitation of the new ways. Therefore, this
step needs longer time as people gradually understand
and adapt with the new ways. The manager's role is very
important in giving motivation, training, or become a good
example correspond with the changes.

19. Freeze
 In this step, the desired outcomes or
situations have been achieved; hence the
changes need to be made permanent and
strengthened by developing new rules and
policies and also by creating a new culture
related to the changes. Thereby, the changes
will reach stable point.

20.  Strengthen the management support and improve the
understanding of the benefits of KMS to all the
stakeholders in the company so that company and
company group will have a better reputation in public.
 Building a qualified, attractive, and user-friendly KMS
 Establishing a good KMS culture and organization
infrastructure so that the quality of the company will
increase to face the opportunities arise in the future
 Building a web-based KMS so that it could be accessed
easily with all the employees and the implementation and
the maintenance will be more efficient
Change Management Strategies in
Kms implementation

21. Strategies cont’d
 Improving and maintaining the employee trust of the
KMS so that all the employees will participate actively
in using the KMS
 Increasing the IT skill and the utilization of KMS in the
company so that it will be a competitive advantage from
the competitors
 Socializing the KMS actively so that the KMS
implementation and utilization will be success and
affect the reputation of the company
 Ensuring that the KMS functions and objectives is
accurate and suitable with the company needs so the
implementation will be effective and affect the
performance of the company

22. Strategies cont’d
 Supervising and evaluating the KMS utilization so that
the implementation will be success and affect the
performance of the employees
 Establishing policies that suites the company
regulations and the branch offices so that the
implementation will be success
 Motivating the employees to help each other in using
the KMS
 Accommodating enough time and chances and training
that adjusted with the condition of the company for the
employees to learn the utilization of KMS