iKMS KM TALK on 26 June 2015: Applying Change Management in Organisational KM Work by Salleh Anuar

APPLYING CHANGE

MANAGEMENT IN ORGANISATIONAL KM WORK

SALLEH ANUAR

26 JUNE 2015

ABOUT THE PRESENTER

26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 2

Salleh Anuar has many years of ground experience in introducing

new initiatives, processes and learning methods in organisations. Prior

to joining WDA in Dec 2014, Salleh spent 14 years in the Singapore

Armed Forces in various capacities. During this time in the SAF, he has

introduced many new initiatives such as the SAF-wide new Fitness

program that was based on exercise science. This involved

overcoming decades old cultural mind-sets on how physical training

was conducted.

His last 3 years in the SAF was spent in the Centre for Leadership Development where

he was part of a team to introduce the Action Learning Process in the SAF. This involved

creating awareness, developing understanding, applying tools and reinforcing the new

way of learning for the SAF in order to operate in a volatile and uncertain world. Today,

the SAF applies the Action Learning Process as the key lessons learnt process. Salleh

subsequently went into private consulting practice for 3 years to consult on KM for

various organisations both public and private, focusing on metrics and analysis of root

issues of culture and people in organisations.

Salleh’s current work includes a dual portfolio as head of KM and Change

Management in WDA. He is a certified PROSCI© Change Management Practitioner.

TOPICS TO BE COVERED

• Why do some KM initiatives fail?

• Prosci ® ADKAR® Model & the People

Approach

• Resources

• Summary


WHY DO SOME KM INITIATIVES FAIL?

Root Causes of Failure

• Employee resistance

• Ineffective management of the people side

of change


EMPLOYEE RESISTANCEWhen we introduce new processes, tools or templates



We believe it will be a success!


We expect them to welcome our new ideas


We expect them to willingly volunteer to do the new work

ARE WE BEING REALISTIC?


INEFFECTIVE MANAGEMENT OF THE

PEOPLE SIDE OF CHANGE


INEFFECTIVE MANAGEMENT OF THE PEOPLE

SIDE OF CHANGE


We believe communications and training is sufficient


There is more to implementation than just project management!


How then can we implement

KM initiatives successfully?

By applying a Change Management Methodology

PROSCI® ADKAR® MODEL

• Awareness

• Desire

• Knowledge

• Ability

• Reinforcement®


• Why is this KM initiative necessary?

• Why is this initiative happening now?

• What is wrong with what we are doing

today?

• What will happen if we don’t apply this KM

initiative today?


AWARENESS

OF THE KM INITIATIVE

Factors influencing Success

• A person’s view of the current state

• How a person perceive problems

• Credibility of the sender of awareness messages

• The circulation of misinformation or rumours

• The contestability of the reasons for change


AWARENESS



Building Factors Resisting Factors

Communication with all

stakeholders

Comfort with status quo

Access to information Credibility of messenger / instigator

An event Debate or denial that change is needed

An observable condition / need Rumour machines & misinformation

AWARENESS



• The nature of the initiative and how its impact

• The organization or environmental context for the

change

• Each individual person’s situation

• What motivates a person


DESIRE

TO PARTICIPATE & SUPPORT THE INITIATIVE

DESIRE

TO PARTICIPATE & SUPPORT THE INITIATIVE



Incentive for individual -

personal gain

In comfort zone

Risk - fear of consequences if

don’t implement

Fear of unknown

Wish to Belong Change not in individual’s self-interest or

values

Willingness to follow a leader you

trust

No answer to “What’s in it for me?”

Alternative is worse Negative history of implementation -

personal or organisational

Face to face communication Individual situation


• The current knowledge base of an individual

• The Capability of this person to gain additional

knowledge

• Resources available for education & training

• Access to or existence of the required knowledge


KNOWLEDGE

ON HOW TO CHANGE

KNOWLEDGE

ON HOW TO CHANGE



Training & Education Gap between current & required

knowledge

Experience Insufficient time

Access to information Insufficient Resources

Mentoring Capacity to learn

Support to Achieve

ABILITY

TO IMPLEMENT REQUIRED SKILLS & BEHAVIOURS


• Psychological Blocks

• Physical capabilities

• Intellectual capability

• The time available to develop the needed skills

• The availability of resources to support the

development of new abilities




Ongoing factors Lack of time to develop skills

Time Lack of support

Coaching Psychological blocks – existing behaviour

contrary to desired behaviour

Access to required resources Limitations of individual ability

Feedback Individual’s capabilities

ABILITY

TO IMPLEMENT REQUIRED SKILLS & BEHAVIOURS

REINFORCEMENT ®

TO SUSTAIN THE INITIATIVE


• The degree to which reinforcement is meaningful

and specific

• The association of the reinforcement with actual

demonstrated progress on accomplishment

• The absence of negative consequences

• An accountability system that creates an ongoing

mechanism to reinforce the change




Celebrations Reward not meaningful or associated

with achievement

Ongoing rewards / recognition Absence of reinforcement

Feedback Negative peer pressure to revert to old

ways

Holding to account Incentives that directly oppose the

change

Ongoing measurement

Ongoing accountability and

resource to embed the initiative

or change

REINFORCEMENT ®

TO SUSTAIN THE INITIATIVE

26 June 2015©2015 Information and Knowledge Management Society. All right reserved. 26*Prosci© http://www.change-management.com/tutorial-certification-journal.htm

MAPPING CHANGE MANAGEMENT TOOLS

TO ADKAR®


http://www.change-management.com/

RESOURCES

SUMMARY

• KM initiatives that requires a change in the

way people work requires a Change

Management Approach

• Prosci ® ADKAR® Model is one model for

enabling change in people


Thank you!


Leadership & Management

iKMS KM TALK on 26 June 2015: Applying Change Management in Organisational KM Work by Salleh Anuar