This document discusses implementing knowledge management and change management in organizations. It covers the nature of organizational change, leadership's role in change processes, different change management strategies and gaining commitment for change. It also discusses human resource interventions used in change management programs, such as training cycles, reward and recognition schemes, and addressing resistance to change. The key factors that can lead change efforts to fail are identified as well, such as not establishing urgency, lacking vision, miscommunication, and not anchoring changes in corporate culture.

1. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.1
WELCOME!
Chapter 10
IMPLEMENTING KNOWLEDGE
MANAGEMENT

2. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.2
LEARNING OBJECTIVES
• To explain the nature of organisational change
and the role of leadership in change processes
• To describe different change management
strategies and gaining commitment for change
• To discuss the variety of human resource
interventions employed in change management
programmes

3. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.3
CHANGE
• Changes within an organisation take place both in
response to business and economic events and to
processes of managerial perception, choice and actions.
Managers in this sense see events taking place that, to
them, signal the need for change
• Changing environments: PESTEL

4. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.4
NATURE OF CHANGE
Figure 10.2 The nature of change

5. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.5
CHANGE
• Incremental change’, characterised by stable markets, the past
repeating itself in the future and predictable organisational
challenges
• Change was no longer slow and predictable but showed much
greater flux due to increased internal complexity and turbulence in
the external environment
• Such ‘bumpy incremental change’ or flux can often result in periodic
reorganisations to increase the organisation’s ability to respond to
the quickening pace of daily problems and perceptions of work
overload

6. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.6
RESISTANCE TO CHANGE
• Selective perception
• Habit
• Security
• Economic – basic pay, bonuses etc
• Status and esteem

7. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.7
PERSONAL RESPONSE TO CHANGE
Figure 10.3 Emotional response to change

8. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.8
PERSONAL RESPONSE TO CHANGE
• Shock from an individual feeling overwhelmed and paralysed by the
new situation or event. This can lead to rejection of the change process
and an assertion that the change won’t happen.
• Denial as the individual clings to the past and their everyday routines.
Resistance to change is at its highest level at this stage, leading to a
defensive reaction.
• Depression as the individual feels that the situation is beyond their
control, resulting in sadness, anger, confusion and withdrawal from the
change process

9. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.9
PERSONAL RESPONSE TO CHANGE
• Letting go by the individual. The individual acknowledges and accepts
the change but does not necessarily like it. This represents a turning
point in the change process
• Testing as the individual tries out new behaviours and ways of
working.
• Consolidation of new experiences and ways of behaving to develop
new norms and routines
• Internalisation, reflection and learning leading to effective adaptation
of change pro- cess. The individual response tends to be ‘things are
changing, let’s work with it’.

10. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.10
LEADERSHIP
• What is needed from leadership to enable change?
– Vision that mobilises, energises and empowers people
– building and articulating clearly accepted goals and expectations
– Need to gain goal commitment – ‘I commit to goals and will do
whatever necessary’
• Common practice in the leadership of change is to adopt a three-
phase:
– Consultation: Look at key problems and opportunities and HR
analysis
– Test out plans for commitment and resistance. The aim is to test
for commitment to the change process by simulating the benefits
and challenges of the change
– Announcement the announcement of the change process through
conferences, meetings, newsletters and other m

11. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.11
CHANGE MANAGEMENT STRATEGIES
• The three phases advocated for helping individuals, groups
and organisations manage change are:
– Unfreezing – confront present level or use process of re-education
– Moving – develop new behaviours, values and attitudes
– Refreezing – stabilise organisation to new state of equilibrium

12. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.12
KM & CHANGE MANAGEMENT
Figure 10.1 KM initiatives and change management

13. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.13
APPROACHES FOR MANAGING RESISTANCE TO
CHANGE
• Education and persuasion.
– This involves explaining the problems and issues concerned with current
working practices and how the change management programme can
benefit individuals, groups and the organisation as a whole.
• Participation and involvement.
– This is an important approach to engage people and get ‘buy-in’ for the
change process.
• Facilitation and support.
– Resistance to change often results from the loss of something that is
valued by organisational members.

14. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.14
APPROACHES FOR MANAGING RESISTANCE TO
CHANGE
• Negotiation and agreement.
– The negotiations are about reaching a compromise so that both parties can
gain some benefits from the new situation.
• Manipulation and cooption.
– This involves a covert operation to bias information and communications in
an organisation in order to gain support.
– However, this can result in coopted members feeling deceived in the long
term and can act as a restraining agent.
• Coercion.
– This approach is used in more extreme cases where a manager has the
ability to exercise power over granting or withholding a valued outcome,
such as promotion or pay, from an organisational member.

15. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.15
SPECTRUM OF EMPLOYEE INVOLVEMENT
• The nature of employee involvement schemes can be divided into four
groupings
• Downward communication from management using company newsletters, the
intranet and regular team briefings.
• Upwards, problem-solving forms which aim to capture employee knowledge
and expertise. These may include attitude surveys, quality circles, TQM and
suggestion schemes.
• financial participation which aims to link employee effort with performance of
the organisation. This may include organisation-wide rewards such as profit-
sharing schemes, share ownership or bonus schemes.
• Representative participation of employees through their representatives such
as union members. These may include joint consultative committees, works
councils, co-determination and collective bargaining.

16. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.16
SYSTEMATIC TRAINING CYCLE
Figure 10.8 Systematic training cycle (Stewart 1999)

17. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.17
COMMITMENT THROUGH REWARD &
RECOGNITION
Figure 10.10 Commitment through reward and recognition schemes (Beardwell and
Holden 2001; Porter and Lawler 1968)

18. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
Slide 10.18
WHY CHANGE EFFORTS FAIL?
• Not establishing a great enough sense of urgency
• Lacking a vision
• Miscommunication
• Not removing obstacles to the new vision
• Not systematically planning for and creating short-term wins
• Declaring victory too soon
• Not anchoring changes in corporate culture

19. Jashapara, Knowledge Management: An Integrated Approach, 2nd Edition, © Pearson Education Limited 2011
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THANK YOU