Information Technology and Innovation 2006 - Lecture 9

16 May 200616 May 2006 IACT 405/905 - Lecture 12IACT 405/905 - Lecture 12 11

The Change AgentThe Change AgentIT & Innovation- IACT 405/905IT & Innovation- IACT 405/905

Katina Michael and Holly TootellKatina Michael and Holly Tootell02 4221560302 [email protected]@uow.edu.au http://www.itacs.uow.edu.auhttp://www.itacs.uow.edu.au

mailto:[email protected]

http://www.itacs.uow.edu.au/


Lecture 11 - OutcomesLecture 11 - Outcomes External forces for changeExternal forces for change Internal forces for changeInternal forces for change The Change AgentThe Change Agent


Lecture ScheduleLecture Schedule1 1 Introduction to Introduction to InnovationInnovation

22Invention, Invention, PatentsPatents

3 3 Innovation Innovation Frameworks & Frameworks & TheoriesTheories

4 4 IT Innovation IT Innovation Case StudiesCase Studies

55The The Innovation Innovation Process: Auto-Process: Auto-ID ID TechnologiesTechnologies

66Adoption & Adoption & DiffusionDiffusion

**RECESSRECESS

77Technology Technology Assessment & Assessment & ForecastingForecasting

88Government Government Policies on Policies on InnovationInnovation

9 9 * Anzac Day * Anzac Day HolidayHoliday

1010Transnational Transnational Research & Research & CollaborationCollaboration

11 11 The Change The Change AgentAgent

1212Managing Managing Innovation in Innovation in IT&T IT&T OrganisationsOrganisations

13 13 Consequences Consequences of Innovationof Innovation

**ExamExam


External Forces for External Forces for ChangeChange MarketplaceMarketplace Governmental laws and Governmental laws and

regulationsregulations TechnologyTechnology Labor marketsLabor markets EconomyEconomy


What Can Change?What Can Change?

People Structure

Technology


Internal Forces for Internal Forces for ChangeChange

Business strategyBusiness strategy WorkforceWorkforce Technology and EquipmentTechnology and Equipment Employee attitudesEmployee attitudes


Change AgentsChange Agents What are “change agents”?What are “change agents”? Who can be a change agent?Who can be a change agent? Sequence of change agent rolesSequence of change agent roles Factors in change agent successFactors in change agent success Risk factors for change agentsRisk factors for change agents


What are change What are change agents?agents? An individual who influences An individual who influences

clients’ innovation-decisions in a clients’ innovation-decisions in a direction deemed desirable by a direction deemed desirable by a change agencychange agency

Seeks to secure adoption of new Seeks to secure adoption of new ideasideas

Attempt to slow diffusion process if Attempt to slow diffusion process if change has undesirable effectschange has undesirable effects


Who can be change Who can be change agents?agents? TeachersTeachers ConsultantsConsultants Public health workersPublic health workers SalespeopleSalespeople

Anyone who Anyone who overcomes chasm overcomes chasm between change between change agency and client agency and client systemsystem

High degree of High degree of expertise in areaexpertise in area

Ability to overcome Ability to overcome ‘jargon’‘jargon’


Sequence of CA RolesSequence of CA Roles

1.1. To develop a need for changeTo develop a need for change2.2. To establish an information-To establish an information-

exchange relationshipexchange relationship3.3. To diagnose problemsTo diagnose problems4.4. To create an intent in the client To create an intent in the client

to changeto change5.5. To translate an intent to actionTo translate an intent to action


Sequence of CA RolesSequence of CA Roles

6.6. To stabilize adoption and To stabilize adoption and prevent discontinuanceprevent discontinuance

7.7. To achieve a terminal To achieve a terminal relationshiprelationship


Factors in CA SuccessFactors in CA Success CA success in securing adoption of CA success in securing adoption of

innovation is positively related to innovation is positively related to extent of CA effort in contacting extent of CA effort in contacting clientsclients

CA success in securing adoption of CA success in securing adoption of innovation is positively related to innovation is positively related to degree to which diffusion program degree to which diffusion program is compatible with client needsis compatible with client needs



innovation is positively related to innovation is positively related to empathy with clientsempathy with clients

CA contact is positively related toCA contact is positively related to– Higher social status among clientsHigher social status among clients– Greater social participation among Greater social participation among

clientsclients– Higher formal education among clientsHigher formal education among clients– Cosmopoliteness among clients Cosmopoliteness among clients



innovation is positively related to innovation is positively related to credibility in the clients eyescredibility in the clients eyes

CA success in securing adoption of CA success in securing adoption of innovation is positively related to the innovation is positively related to the extent that he or she works through extent that he or she works through opinion leadersopinion leaders

CA success in securing adoption of CA success in securing adoption of innovation is positively related to innovation is positively related to increasing client ability to evaluate increasing client ability to evaluate innovationsinnovations


Risk factors for CARisk factors for CA Information overloadInformation overload Timing of client contactTiming of client contact Cultural homophily v heterophilyCultural homophily v heterophily

– Aides v change agentsAides v change agents– Safety credibility v competence Safety credibility v competence

credibilitycredibility


Calm Waters vs. White Calm Waters vs. White Water Rapids MetaphorsWater Rapids Metaphors


The Change ProcessThe Change Process

The Calm Waters MetaphorThe Calm Waters Metaphor– Change viewed as a break in the Change viewed as a break in the

organization’s equilibrium stateorganization’s equilibrium state UnfreezingUnfreezing the status quo the status quo ChangingChanging to a new state to a new state RefreezingRefreezing to make the change permanent to make the change permanent

White-Water Rapids MetaphorWhite-Water Rapids Metaphor– No stability and predictabilityNo stability and predictability– Organizations must Organizations must constantly constantly change to change to

survivesurvive


The Change ProcessThe Change ProcessUnfreezing Changing Refreezing


What Can a Manager What Can a Manager Change?Change?

Structure

SpecializationSpan of controlFormalizationCentralization

Departmentalization

TechnologyWork processes

MethodsEquipment

PeopleAttitudes

ExpectationsPerceptions

Behavior


Belief That Change Is Not Beneficial

Concern Over Personal Loss

Uncertainty and Ambiguity

Resistance to ChangeResistance to Change


Fear of ChangeFear of Change


Techniques for Techniques for Reducing Resistance Reducing Resistance to Changeto Change1.1. Education and CommunicationEducation and Communication2.2. Facilitation and supportFacilitation and support3.3. ParticipationParticipation4.4. NegotiationNegotiation5.5. Manipulation and Co-optationManipulation and Co-optation6.6. CoercionCoercion


Innovation VariablesInnovation VariablesOrganic structures

Abundant resourcesHigh interunit communication

Acceptance of ambiguityTolerance of the impractical

Low external controlsTolerance of risks

Tolerance of conflictsFocus on ends

Open-system focus

High commitment totraining and development

High job securityCreative people

Structural Variables

Cultural Variables

Human Resource Variables

StimulatesInnovation

Information Technology and Innovation 2006 - Lecture 9

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