Abstract
This article describes the need for an increased emphasis for change management and how it affects the information systems (IS) practitioner. Computer-based systems have become highly integrated into everyday business activities and the successful implementation of new information technology will depend upon not only the technical strength of the information system but, importantly, the effective management of organizational change. Organizational change issues are identified as planning for change, ensuring appropriate change leadership, creating a readiness for change, managing resistance to change, managing the transition, implementing and evaluating the change. A conceptual change model is derived for use in a systems development environment. This model proposes four main phases: orientation, preparation, implementation and support. Specific activities and deliverables are detailed for each segment. The proposed change model is matched to the Systems Development Life Cycle, showing where change management tasks could be incorporated into an overall project workplan.
Highlights
'Change' is a word that creates stress in the business world
Levine & Rossmore claim that 'information technology (IT) implementation is likely to be a complex and difficult process involving both the tech· nical and social systems of an organization' (1993: 55). They feel that traditional methods fail to account for the human factors that impact IT implementation
With the increased use of approaches like Business Process Reengineering (BPR) to introduce organizational change. it is imponant that information systems (IS) project team members are well versed in the application of change management (Benjamin & Blunt, 1992)
Summary
Bridges (1991) identified the main issues of change as unlearning the old system and learning something new; as unlearnmg old allltudes and values and changing people; and as motivating changes through a multi-stage process. If a change is to yield the desired results, it must be managed. Bridges (1991) describes passing from one state to another as the transition process He describes this process as one that involves leaving behind the old reality and it's value systems, beliefs and behaviours. The period between the old and the new is the 'neutral zone' It is in this stage that creativity, renewal and revitalization form the core of the transition process, and shape the future direction. Most models of change seem to regard change initiatives as projects within themselves, with definitive beginning and end points. This concept may work if the entire scope of the project is limited to achieving change. With IS-driven projects, or even those projects where IS is required to enable or support a business initiative, the change cycle must be related to either the Project Management or Systems Development Life Cycle
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