Killing the Joy of Love

Read more :

http://lonemind.com/technology-killing-joy-love/

Bad Impact on the Developing Child 

Unsocialisme & Autism

Read more :

http://www.huffingtonpost.com/cris-rowan/technology-children-negative-impact_b_3343245.html

Killing the recruitment

Read more :

http://www.forbes.com/sites/lizryan/2014/01/29/how-technology-killed-recruiting/

Managing User Resistance in
Enterprise Systems Implementation 

Shari S. C. Shang Tim C. C. Su
Department of Management
Information Systems,
National Chengchi University,
Taiwan

Tim C. C. Su 

Department of Management
Information Systems,
National Chengchi University,
Taiwan

interviewing 12 project managers of more than 40 ES projects, this study tries to delve
into the reasons for user resistance, to recognize related user behaviors and actions, and to identify effective strategies to
manage these changes involving two types of major users of Enterprise Systems.

Key questions 

• Why do different types of users resist change in enterprise systems?
• How do different types of users resist change in enterprise systems?
• How do different change management strategies apply for managing different types of user resistance with
  enterprise systems?

Reasons of Resistance

Parochial self-interest:

Resisting change to prevent losing something of value

Content

• Losing power and status
• Reduced scope for advancement or Job insecurity
• Loss of autonomy and control or specific skills

Misunderstanding and lack of trust:

misconceptions about the implications and insufficient information of the benefits and gains 

Content

Misunderstanding the implementation of change
Insufficient knowledge in using new systems 

Different assessment:

employees see more costs than benefits and those initiating the change see the reverse as true

Content

• Disagree that the benefits will come with the new system
• Systems can not provide real experience for decision making

Low tolerance for change:
 

fear of not sufficiently developing the
skills and behavior required

Content

• Fear of losing certain aspects of the current situation
• Role conflict and ambiguity within the organization
• Relationship altered
• Bringing higher skill levels to the job 

Increased efforts:

additional efforts or abilities needed
for the job 

Content

• More effort in performing tasks in view of increased
  monitoring
• Need to spend more time for work 

Resistance Type & Behavior

Non-destructive:

eliminate contact with the system

Content

• Request job transfer or withdrawal from the job
• Increased absenteeism or tardiness
• Communicating negative feelings to fellow coworkers 

Proactively-destructive: 

direct damage to the new system processes

Content

• Deliberately sabotage work Process
• Making careless mistakes 

Passively-destructive:

Passively damage the new system processes

Content

• Refuse to cooperate with other employees
• Neglect work assignments
• Waste time and make little effort to improve work-related knowledge and skills
• Accept inferior quality performance
• Dissonance with consultants 

Strategies for Managing User Resistance

Directive :

use of managerial authority to effect change 

Content

• Pace conversion to allow for reasonable readjustment period
• Document standards so new procedures are easy to learn and reference
• Retrain employees to be effective users of the new systems
• Reward ideas that will improve throughput
  Clarify job definition before the changeover 

Participative:

widespread participation by employees on direction
and process of change 

Content

• Involve employees in development of new systems to encourage a feeling of ownership
• Provide employees with information regarding system changes to preserve ownership 
• Open lines of communication between employees and management
• Initiate morale boosting activities: company parties and newsletters to promote community 

Consultative :

Provide employees with information and moral support 

Content

• Provide job counseling and organize group therapy to help employees adjust
• Listen and provide emotional support
• Conduct orientation sessions to prepare for change 
• Be receptive to complaints following conversion to maintain employee contact and trust
• Provide one-on-one discussions 

Coercive :

forcing or imposing change on key groups

Content

• Implicitly and/or explicitly threaten loss of job and promotion possibilities,
• Fire or transfer people who resist change 

Conclusion

1. Enterprise systems are intertwined with business processes by which organizational activities and behaviors are deeply affected.
2. Many companies have paid the price for ignoring transition difficulties in the rush to implement an enterprise system.
3. This study strives to present research results with explanations for user resistance and descriptions of operative strategies.
4. We expect that different types of users have different reasons for resistance, and behave in different ways towards ES implementation; thus strategies for managing resistance should be different as well

The value of the findings should be to assist business managers in diagnosing resistance symptoms with a better understanding of their underlying causes.

It is hoped that the study results will contribute to research into change management by building an integrated view of user resistance with important factors considered, whereas future research could be directed towards a closer understanding of the variations in reaction to changes of different stakeholders.