The document discusses change management in the context of e-government, outlining its definition, dimensions, types, and various models that guide the change process. It emphasizes the necessity of a systematic approach to manage changes effectively, especially considering the complexities introduced by e-government initiatives. Additionally, it identifies the challenges and sources of change within government structures and concludes that a well-considered change management plan is essential for successful implementation.

1. Change Management for E-government by Dr D.C.MISRA

2. A Presentation by Dr D.C.MISRA eGov Consultant New Delhi, India Tel: 91-11-22452431 E-mail: dc_misra [at] hotmail.com © Dr D.C.Misra 2009 October 24, 2009

3. Importance of Change “ … ..that it is not the strongest of the species that survive, nor the most intelligent, but that are most responsive to change…..” --------- Charles Darwin (No evidence that Darwin said or wrote it!) © Dr D.C.Misra 2009 October 24, 2009

4. What is proposed to be covered? Definition Dimensions of Change Types of Change Models of Change Change in Government Change due to E-government Conclusion © Dr D.C.Misra 2009 October 24, 2009

5. I. Definition What is Change ? A new and unfamiliar state. What is Change Management ? A systematic approach to dealing with change. Change Management has several dimensions : © Dr D.C.Misra 2009 October 24, 2009

6. II. Dimensions of Change State : Present and New State Transition : From Present to New State Planning : For change Implementation : For change Technology : Change for new technology Training : For change Cost : Cost-Benefit Analysis of change Monitoring and Evaluation : Of change Adoption : By organisation and individuals Change Management : Managing change © Dr D.C.Misra 2009 October 24, 2009

7. III. Types of Change Planned and Emergent (Unplanned) Changes Episodic (Replacement of one programme by another) and Continuous (ongoing/incremental) Changes Developmental (improving existing situation-first order), Transitional (new state-second order) and Transformational (radical, second order) (Ackerman) Change due to E-government Change for E-government © Dr D.C.Misra 2009 October 24, 2009

8. IV. Models of Change 7 S Model PESTELI Model Five Whys Theory of Constraints Forced Field Analysis CEC Model Business Process Reengineering Beckhard and Harris Model ADKAR Model Change Management Iceberg © Dr D.C.Misra 2009 October 24, 2009

9. 1. 7S Model Waterman, Peters and Phillips (1980) developed it working for McKinsey Peters and Waterman surveyed 62 successful US companies in the late 1970s using the 7S Model. Their book In Search of Excellence (1982) became a management bestseller in 1980s © Dr D.C.Misra 2009 October 24, 2009

10. 7S Model Strategy (Plan of Action) Structure (Organisational Chart) Systems (Procedures) Staff (Personnel) Style (Management Style) Shared values (Guiding values) Skills (Capabilities) © Dr D.C.Misra 2009 October 24, 2009

11. 2. PESTEL Model It is a checklist for understanding change: P: Political factors E: Economic factors S: Social factors T: Technological factors E: Ecological factors L: Legislative factors © Dr D.C.Misra 2009 October 24, 2009

12. 3. Five Whys Senge et al. (1994) Simple tool for analysis of a Problem Why? ( My Internet connection broke down ) Why? ( There were repairs in nearby room) Why? (His Internet connection broke down) Why? (There was no proper maintenance) Why? (There was no supervision) Answer: Repairs must be supervised. © Dr D.C.Misra 2009 October 24, 2009

13. 4. Theory of Constraints Goldratt and Cox, 1993 Goldratt and Cox (1992): The Goal , Goldratt (1994): It’s not luck , Goldratt (1997): Critical Chain , Goldratt and Cox (2004): The Goal : A Process of Ongoing Improvement View a process as a whole. (All phases) Identify constraints that impede the flow Ease the identified constraints to improve the flow The flow at the slowest phase will be the speed of flow of the entire process. © Dr D.C.Misra 2009 October 24, 2009

14. 5. Forced Field Analysis Force field analysis (Lewin, 1951) Tells us whether organisational change will occur. Based on concept of “force,” or people’s perception of change Driving forces Restraining forces Equilibrium © Dr D.C.Misra 2009 October 24, 2009

15. Forced Field Analysis Lewin’s Three Fundamental Assertions : 1. Increasing the driving forces results in an increase in the resisting forces; the current equilibrium does not change but is maintained under increased tension . 2. Reducing resisting forces is preferable because it allows movement towards the desired state, without increasing tension. 3. Group norms are an important force in resisting and shaping organisational change. Source: Iles and Sutherland 2001 © Dr D.C.Misra 2009 October 24, 2009

16. 6. The CEC Model Peter Senge, founder of the Centre for Organizational Learning, MIT's Sloan School of Management Fifth Discipline: The Art and Practice of Learning Organisation (1990) Difference between C ommitment , Enrolment and Compliance Commitment-Apathy Continuum No need to for everyone to be “fully committed” to change Analyse who needs to change and to what extent and draw straegy for change accordingly © Dr D.C.Misra 2009 October 24, 2009

17. The CEC Model Commitment, Enrolment and Compliance Commitment Enrolment Genuine Compliance Formal Compliance Grudging Compliance Non-compliance Apathy Figure: Commitment-Apathy Continuum Source: Based on Iles and Sutherland 2001 © Dr D.C.Misra 2009 October 24, 2009

18. 7. Business Process Reengineering Hammer and Champy (1993) BPR: ... the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed. Steps in BPR : 1. Prepare the organisation 2. Fundamentally rethink the way that work gets done 3. Restructure the organisation around the new business process. 4. Implement new information and measurement systems to reinforce change. © Dr D.C.Misra 2009 October 24, 2009

19. 8. Beckhard and Harris Change Model Beckhard and Harris Change Model (1987) is a formula It is attributed to David Gleicher It supercedes Taylor’s scientific management (Taylorism) based on “command-and-control” aproach which assumed: Workers work, Managers think Taylorism, reflective of industrial age, has been replaced by “human relations movement” recognising worker involvement © Dr D.C.Misra 2009 October 24, 2009

20. Beckhard and Harris Change Model Beckhard and Harris formula states that D x V x F > R where D= Dissatisfaction V= Vision F= First Steps R= Resistance Note that no factor on left hand side should be zero, otherwise change will also be zero. © Dr D.C.Misra 2009 October 24, 2009

21. 9. The ADKAR Model Awareness of the need to change Desire to participate and support the change Knowledge of how to change (and what the change looks like) Ability to implement the change on a day-to-day basis Reinforcement to keep the change in place © Dr D.C.Misra 2009 October 24, 2009

22. 10. Change Management Iceberg This model of Wilfried Krüger deals with barriers to change It is strong visualisation of change in organisations The tip of the iceberg is seen by change managers while the rest is ignored Change managers thus consider Cost, Quality and Time (Issue Management) © Dr D.C.Misra 2009 October 24, 2009

23. Change Management Iceberg Below the surface there are two more dimensions of Change and Management: (i) Management of Perceptions and Beliefs (ii) Power and Politics Management Below the surface are Promoters , Opponents , Hidden Opponents and Potential Promoters © Dr D.C.Misra 2009 October 24, 2009

24. V. Change in Government Sources of Change in Government Electoral Process , for example, General Elections every five years Such change in Government means basic “ 3P Changes,” namely, in Policies, Programmes and Personnel Legislative Process , for example, by passing an act of Parliament © Dr D.C.Misra 2009 October 24, 2009

25. Change in Government Such change may create new entities like Department of IT, Computer Board and CIO Media , for example, by urging change in specific public policies and programmes Society , for example, by inducing changes in public policies and programmes due to increased expectations, availability of new technology, etc. Civil Service , for example, by suggesting changes in public policies and programmes while contributing to their development or implementing them © Dr D.C.Misra 2009 October 24, 2009

26. VI. Change due to E-government Fear of new Technology Disrtuptive nature, break with past Lack of Knowledge and Skills in Computer hardware and software Diffficulties in joining Gov with IT to make E-gov, or Gov+IT=E-gov Radically new methods of working and procedures Absence of Training/Coaching/Ready Help © Dr D.C.Misra 2009 October 24, 2009

27. VII Conclusion Change is very difficult to achieve in E-government A carefully drawn up change management plan prepared in consultation with all stakeholders alone can help The change management plan should be part of a larger e-business plan for e-government © Dr D.C.Misra 2009 October 24, 2009

28. Change Management for E-government With this I conclude my presentation. Thank you for your attention. And Have a Nice Day! © Dr D.C.Misra 2009 October 24, 2009