1. Shaping individual
IS use
The road so far
Classes 6, 7: p. 55 after ‘Risks’
Class 6: Measuring strategic consequences of IS use
Class 7: Acting on strategic consequences of IS use
Classes 8, 9: p. 72, at the end of the section on control
Class 8: Managerial control as a panopticon
Class 9: Managerial control as a shop window
Class 10: p. 100 at the end of the section on ‘mobile work’
Telework according to the user imperative
Class 11: p. 101 at the end of the section on ‘group work’
Virtual teams according to the user imperative

2. Today and next class...
Today: The tools for change: A menu of choices
Next class: The tools for change: The best tool
for an ‘inside job’
... add both to p. 119, at the end of the section on
‘TOOLS FOR CHANGE’
challenges &
opportunities
managerial
practices
employees’
practices

3. challenges &
opportunities
managerial
practices
employees’
practices
2
1

4. challenges &
opportunities managerial
practices
Workin g in groups:
Shaping structure
employees’ *Minimal structure
practices *Leading interactions
How about individual
uses of technology?
Exercise
You are a team of consultants
You were hired to help a company implement Twitter
A manager asks:
“ what is the first (most important) thing I should
do after installing the software on employees’
computers?”
Your answer?

5. Twitter, what is it?
The 3 processes of change
Alignment
Culture Identity!
Power and politics

6. What is alignment?
How do you change in alignment?
1. Define a strategy
2. First change incentives (systems)
3. Follow with a matching information system
4. Align structure
5. Finally, deal with the soft ‘esses’

7. How does alignment work?
by providing consistent experiences for identity,
beginning with incentives
The limitations of alignemnt
Saleswork
?
Money-grabbers
! (Prize-oriented)
“make money and win
prizes”
3%
Above target
Ladder-climbers
Saleswork
“go up the ladder”
target
20%
" ?
Below target
Ladder-hoppers “move to
corporate”
1%
Money-grabbers
Wage-earners (Not prize-oriented)
“make a living” “just make money”
56% 20%
Sales
Sales target
Below target Above target

8. What is culture?
How do you change culture?
A B
Begin with behavior Begin with values and
Wait for values and beliefts
beliefs Wait for behavior to
Hope for change of change
assumptions Hope for change of
assumptions

9. How does culture work?
by defining the sources of shame
The limitations of culture

10. What is power and politics?
How to change with power
and politics?
1. Persuade the right
people
2. Relax and enjoy the
show

11. How do power and politics
work?
by using peer pressure /
identity artefacts and practices
What are the limitations of
power and politics?

12. The 3 processes of change
Alignment
Culture Identity!
Power and politics
Today and next class...
Today: The tools for change through identity: A
menu of choices
Next class: The tools for change through ID: The
best tool for an ‘inside job’
... add both to p. 119, at the end of the section on
‘TOOLS FOR CHANGE’