Change Management for

E-government

by
Dr D.C.MISRA
 A Presentation
by
Dr D.C.MISRA
eGov Consultant
New Delhi, India

Tel: 91-11-22452431
E-mail: dc_misra [at] hotmail.com

October 24, 2009 © Dr D.C.Misra 2009 2

 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!)

October 24, 2009 © Dr D.C.Misra 2009 3

 What is proposed to be covered?
I. Definition
II. Dimensions of Change
III.Types of Change
IV. Models of Change
V. Change in Government
VI. Change due to E-
government
VII.Conclusion
October 24, 2009 © Dr D.C.Misra 2009 4
 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:

October 24, 2009 © Dr D.C.Misra 2009 5

 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

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 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

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 IV. Models of Change
1. 7 S Model
2. PESTELI Model
3. Five Whys
4. Theory of Constraints
5. Forced Field Analysis
6. CEC Model
7. Business Process Reengineering
8. Beckhard and Harris Model
9. ADKAR Model
10. Change Management Iceberg

October 24, 2009 © Dr D.C.Misra 2009 8

 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

October 24, 2009 © Dr D.C.Misra 2009 9

 7S Model
 Strategy (Plan of Action)
 Structure (Organisational Chart)
 Systems (Procedures)
 Staff (Personnel)
 Style (Management Style)
 Shared values (Guiding values)
 Skills (Capabilities)

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 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

October 24, 2009 © Dr D.C.Misra 2009 11

 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.

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 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.

October 24, 2009 © Dr D.C.Misra 2009 13

 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

October 24, 2009 © Dr D.C.Misra 2009 14

 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
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 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 Commitment, 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

October 24, 2009 © Dr D.C.Misra 2009 16

 The CEC Model
Commitment, Enrolment and Compliance
Commitment Apathy

Enrolment Non-
compliance
Genuine Grudging
Compliance Compliance

Formal
Compliance

Figure: Commitment-Apathy Continuum

Source: Based on Iles and Sutherland 2001
October 24, 2009 © Dr D.C.Misra 2009 17
 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.

October 24, 2009 © Dr D.C.Misra 2009 18

 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

October 24, 2009 © Dr D.C.Misra 2009 19

 Beckhard and Harris Change Model
 Beckhard and Harris formula states that
DxVxF>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.

October 24, 2009 © Dr D.C.Misra 2009 20

 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
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 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)

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 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
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 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
October 24, 2009 © Dr D.C.Misra 2009 24
 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

October 24, 2009 © Dr D.C.Misra 2009 25

 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
October 24, 2009 © Dr D.C.Misra 2009 26
 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

October 24, 2009 © Dr D.C.Misra 2009 27

 Change Management for
E-government
With this I conclude my presentation.

Thank you for your

attention.

And Have a Nice Day!

October 24, 2009 © Dr D.C.Misra 2009 28