Read the Global Technology Solutions case (Marchewka, pp. 371-372) and respond to the 5 questions
(they continue each other so are not really 5 separate questions).
(Textbook being used is Information Technology Project Management y Jack Marchewka, 4th edition)
GLOBAL TECHNOLOGY SOLUTIONS
Tim Williams could hear the drone of a single engine airplane as it flew overhead. He was sitting in the office of L.T. Scully, president and CEO of Husky Air. No one was really sure what the initials “L.T.” represented; everyone just referred to Husky Air’s top manager as “L.T.” Tim could see by the pictures on the office walls that L.T. had begun his flying career in the military and then worked his way up to captain of a major airline. Five years ago L.T. left the airline and, along with several other investors, purchased Husky Air. Behind L.T.’s desk was a large window overlooking the ramp area and hangers where Husky Air’s planes were kept. Tim watched as one of the service people towed a business charter jet from its hanger.
L.T. folded his hands on his tidy desk. “Tim, thanks for coming in on such short notice, but I think we might have a little problem.” Tim was a bit perplexed. Tim began, “L.T., testing is going as expected. Sure, we found a few problems, but
the team is confident that the bugs will be fixed and implementation will go according to plan.”
“No, no,” L.T. responded. “I’m very happy with the work you all have done so far. In fact, I have every bit of confidence in you and your team. My degree was in engineering, so I understand that finding problems and fixing them is all part of the process. Heck, I’m just glad that you’re finding them instead of us! No, it seems that the problem is one that I may have created.”
Tim was intrigued, but confused, and urged L.T. to explain.
“I may have underestimated how the change of introducing a new system will affect my employees,” L.T. said.
“My vice president of operations, Richard Woodjack, told me that several of our employees are not happy about the new system. A few of them have even threatened to quit. I almost told those employees that they have a choice—they can like it or leave—even if it would mean a large disruption to our business. But then I calmed down and recalled how I grumbled along with my coworkers at the airline when management would try to get us to do something new. It became sort of a joke because management would make a big deal of some new way of doing things and then expect everyone just to jump on board. Things would change for a while but then people would revert to the old way of doing things. Soon, nobody took these announcements very seriously. It seemed that the more things changed, the more things stayed the same. I guess I thought my employees would see this new system as a positive change and that they would be open and welcome to it. I guess I was wrong.”
Tim was impressed by L.T.’s candor. “I know what you mean. In fact, I’ve been on projects where the system ended up being a technical success, but an organizational failure. The system worked fine, but the people in the organization
didn’t accept it. It means missed opportunities because the system is never fully used as intended.”
L.T. let out a deep sigh. “OK, you’re my consultant. How should we handle this? We really need the new system, but it’s important that we have everyone on board.”
Tim thought for a moment. “The reason the employees are resistant to the new system is because they may be feeling that they have no control over the situation,” he said. “Also, they may not understand the benefits of the new system or how they will fit into the new picture. We need to come up with a plan that communicates the benefits of the new system and why the company has to replace the old system.”
“That’s a good idea, Tim,” reflected L.T. “However, I think it’s important that we not only tell the employees, but listen to them and engage them in the process so that they become part of the change.” L.T. sat back in his executive chair. “Would you be willing to work with Richard Woodjack on this, but keep me informed about your progress?” he asked. Before Tim could respond, L.T. smiled and said “I know what you’re going to say. This is definitely scope creep. Why don’t you get back to me as soon as you can with the schedule and budget increases so I know what my little mistake is going to cost?”
Tim laughed and said, “L.T., if you ever get tired of flying planes and running a company, you should get a job
as a mind reader.”
L.T. picked up his phone. “I’ll let Richard know that you’ll stop by and see him and explain to him what’s going on. I know he’ll be relieved.”
Tim and L.T. shook hands, and Tim headed out the door and down the hallway to Richard Woodjack’s office as L.T. picked up the phone and dialed Richard’s extension.
Things to Think About
1. Why shouldn’t managers expect people just to accept a new information system?
2. What impacts can implementing a new information system have on the people in an organization?
3. Why might people be resistant to a new information system?
4. How might people demonstrate this resistance?
5. What can the project team and organization do to help people adjust and accept the new information system?