CHANGE MANAGEMENT

A CAUSE95 CURRENT ISSUES SESSION

MODERATED BY

Susy Chan
DePaul University
schan@wppost.depaul.edu

Kathi Dwelle
University of Wisconsin-Madison
Dwelle@wms2.macc.wisc.edu


SUMMARY

The current issues session on "Change Management" was 
attended by 14 participants. The dynamic exchange of ideas 
was structured around four topics:

  1. The Impetus for Change
  2. How to Design Change
  3. How to Get Through Transition and Implementation
  4. The Impact on Institution

I. The Impact for Change

  * The speed with which change occurs is often a factor of 
urgency. A crisis can accelerate change and its solutions. It 
can also affect the methods used.  At DePaul University a 
restructuring took place in two months, driven by a strong 
sense of urgency and mostly a top down approach. At the 
University of Wisconsin-Madison, which had no immediate 
crisis, the design phase took seven months and involved a 
participative design team of 25 upper level managers and 
directors.

  * The group recommended early involvement of people 
affected (including users), and direct open communication. 
There was concurrence with the keynote speaker that it is 
impossible to overcommunicate. Taking time upfront will save 
time down the road. 

  * Sell benefits of change to all levels and why it is 
needed.
  
  * Focus on the vision, a "picture" is often helpful. Help 
them understand the new skills needed and how they will 
benefit everyone.

II. Design

  * Repeat the communication during the design phase. (Don't 
disappear into a black hole.) Show the big picture.

  * Several communication strategies were discussed: a) 
accept questions via anonymous email and answer them 
promptly, b) hold town meetings, and c) stage productions.

  * Bring in outsiders to hold classes/tutorials on change 
management.
  
    * Read and discuss William Bridges' book on "Managing 
Traditions."
    
      * Hold communication sessions with users, e.g. affected 
students. Talk about how changes would improve customer 
services.

III. Transition

  * There is no stable ground during this phase. Concentrate 
here as well as in the sell stage on keeping the organization 
flexible.

  * Have staff help solve the transition problems. Bring them 
together and ask what they would do in the current climate 
(going back to the old way is not an option, however.)

  * Use employee-developed job descriptions. Make the 
description outcome oriented, not task-oriented.

  * Cross training with peer user group as resources to 
develop business knowledge.

  * Focus on manageable deliverables as ways to facilitate 
transition.
  
IV. Impact on Institution

  * A focus on improving services and deliverables is equally 
important for the user community in order to establish 
credibility and support for IT restructuring. Need to tell 
the story and ask users for some patience during the 
transition period.

  * A customer orientation should drive the change. 
"Perceived" commitment of resources helps build user 
confidence. Building IT liaison for major user groups was 
suggested as an effective approach.

  * There is an agreement that continuous change is a way of 
life. To build the needed skills, IT organizations must 
create a capacity for learning. We should build trust, reduce 
the fear within the organization by using any methods that 
work. The method of inclusion is most effective to achieve 
the results.

Recommended Resources

  * William Bridges books
  * Pritchett and Price booklets on managing change
  * Industry Week magazine
  * The National Leadership Institute (NLI) Conference in 
Maryland, Sept. 26-27, 1996




Date Revised: 1/19/96 (jjh)