organizational change methodologies · change initiative at criminal police laboratories (kpl), a...
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USING INFORMATION AND COMMUNICATION TECHNOLOGIES AS AN ORGANIZATIONAL CHANGE
ENABLER: A CASE STUDY IN CRIMINAL POLICE LABORATORIES OF TURKEY
A THESIS SUBMITTED TO THE GRADUATE SCHOOL OF INFORMATICS INSTITUTE
OF THE MIDDLE EAST TECHNICAL UNIVERSITY
BY
BAHADIR K. AKÇAM
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR
THE DEGREE OF MASTER OF SCIENCE
IN
THE DEPARTMENT OF INFORMATION SYSTEMS
DECEMBER 2001
II
Approval of the Graduate School of Informatics Institute.
______________________
Prof. Dr. Neşe YALABIK Director
I certify that this thesis satisfies all the requirements as a thesis for the degree of Master of Science.
______________________
Prof. Dr. Semih BİLGEN Head of the Department
This is to certify that we have read this thesis and that in our opinion it is fully adequate, in scope and quality, as a thesis for the degree of Master of Science.
______________________
Nusret GÜÇLÜ Co-Supervisor
_______________________
Assoc. Prof. Dr. Onur DEMİRÖRS Supervisor
Examining Committee Members: Prof. Dr. Semih BİLGEN
_________________________
Assoc. Prof. Dr. Onur DEMİRÖRS
_________________________
Assist. Prof. Dr. Robert SCHEMEL
_________________________
Dr. Ali EROL
_________________________
Nusret GÜÇLÜ
_________________________
III
ABSTRACT
USING INFORMATION AND COMMUNICATION
TECHNOLOGIES AS AN ORGANIZATIONAL CHANGE ENABLER:
A CASE STUDY IN CRIMINAL POLICE LABORATORIES
Akçam, Bahadır K.
M.S., Department of Information Systems
Supervisor: Assoc. Prof. Dr. Onur Demirörs
December, 2001, 147 pages
This study defines how information technology is used as an enabler in an organizational
change initiative at Criminal Police Laboratories (KPL), a public scientific organization.
Following the definition of change methodologies, nine well-known methodologies /
approaches are investigated and compared in detail. Information and communication
technologies are defined as an enabler of organizational change. Organizational change
process in Turkey is investigated within this context and the change process in Turkish
Criminal Police Laboratories as a public agency is taken as a case study. The change
process and the enabling effect of Information and Communication Technology (ICT) as
a “Trojan horse” are then presented together with the process and experience of KPL.
IV
ÖZ
BİLGİ VE İLETİŞİM TEKNOLOJİLERİNİN
ORGANİZASYON DEĞİŞİMİNDE OLASI KILICI OLARAK KULLANILMASI:
KRİMİNAL POLİS LABORATUVARLARI’NDA BİR DURUM ÇALIŞMASI
Akçam, Bahadır K.
Yüksek Lisans, Bilişim Sistemleri Bölümü
Tez Yöneticisi: Doç. Dr. Onur Demirörs
Aralık, 2001, 147 sayfa
Bu çalışma bir bilimsel kamu kurumu olan Kriminal Polis Laboratuvarları (KPL)’deki
organizasyon değişim hareketinde bilişim teknolojilerinin nasıl mümkün kılıcı bir rol
oynadığını anlatmaktadır. Önce değişim metodolojileri / yaklaşımları ile bilgi ve iletişim
teknolojileri tanımlandı. En çok bilinen dokuz metodoloji ve yaklaşım detaylıca
araştırıldı ve karşılaştırıldı. Bilişim ve iletişim teknolojileri organizasyon değişimini
mümkün kılıcı olarak tanımlandı. Türkiye’deki organizasyonel değişim süreci başka bir
bölüm içerisinde yer aldı. Kriminal Polis Laboratuvarları konu çalışma olarak alındı.
KPL’deki değişim süreci ve bir “Truva atı” olarak bunu gerçekleştiren bilişim
teknolojilerinin etkileri süreç ve tercübe ile birlikte sunuldu.
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TABLE OF CONTENTS
ABSTRACT .....................................................................................................................III ÖZ……………………………………………………………………………………….IV LIST OF FIGURES ...................................................................................................... VII LIST OF TABLES .......................................................................................................VIII LIST OF ABBREVIATIONS.........................................................................................IX
1. INTRODUCTION....................................................................................................... 1
1.1. Main Context ..................................................................................................... 1 1.1.1. Organizations of today and tomorrow......................................................... 1
1.2. Problem Statement............................................................................................ 2 1.3. Structure of the thesis ....................................................................................... 5
2. RELATED RESEARCH ............................................................................................ 6 2.1. Organizational Change..................................................................................... 6 2.2. Organizational Change Methodologies and Approaches ............................ 13
2.2.1. Planned Change Model and Action Research Model................................ 19 2.2.2. Process Innovation, BPR, Process Redesign............................................. 21 2.2.3. TQM – Total Quality Management........................................................... 26 2.2.4. Chaordic Organization .............................................................................. 31 2.2.5. Learning Organization............................................................................... 39 2.2.6. Other Methodologies and Approaches...................................................... 47
2.3. Comparison of Methodologies ....................................................................... 50 2.3.1. Convergence of methodologies................................................................. 55
2.4. Enabling Information and Communication Technologies .......................... 57 2.4.1. Information Technology in Developing Countries ................................... 62 2.4.2. Organizational Change in Turkey ............................................................. 65 2.4.3. Enabling ICT in Turkey ............................................................................ 71
3. A CASE STUDY: CRIMINAL POLICE LABORATORIES............................... 80
3.1. Case Study Design ........................................................................................... 80 3.2. Description of The Case: Criminal Police Laboratories.............................. 82 3.3. Organizational Change and Enabling ICT in KPL ..................................... 87
3.3.1. The Reasons That Forced a Successful Organization to Change.............. 87 3.3.2. Approach, Methods and Techniques Used................................................ 89 3.3.3. The ICT Implication, LAWOFS and Its Enabler Effects on Organizational
Change 109 3.3.4. Problems Occurred During Organizational Change and Enabling ICT.. 117 3.3.5. General Evaluation of Organizational Change Initiative at KPL............ 120
4. CONCLUSIONS AND FUTURE WORK ............................................................ 124 REFERENCES.............................................................................................................. 130
VI
APPENDICES ............................................................................................................... 138 A) Screenshots of the LAWOFS .............................................................................. 138 B) Future Strategies for Criminal Police Laboratories Presentation Plan.......... 141 C) Design Process of A Change Approach.............................................................. 143 D) Interview Questions ............................................................................................. 146 E) Answers Of The Interview Questions................................................................. 147
VII
LIST OF FIGURES 1. - Dimensions of the problem......................................................................................... 4 2. - Market factors impacting on operations of organizations (Goodman 1995) .............. 7 3. - PETS factors and organizational change (Senior 1997) ............................................. 9 4. - Types of change (Grundy, 1993) .............................................................................. 12 5. - Planned Change Model ............................................................................................. 20 6. - PURL (Guha, Kettinger and Teng, 1993)................................................................. 24 7. - Chaord....................................................................................................................... 32 8. - Chaordic Organization Design Process (Chaordic Web Page)................................. 35 9. - Deep Learning Cycle (Senge, Kleiner, Roberts, Ross and Smith, 1994) ................. 43 10. - Learning Organization Evaluation Process (Senge, Kleiner, Roberts, Ross and
Smith, 1994)................................................................................................................ 45 11. - Sig Sixma Characteristics (Swinney, 2001).............................................................. 48 12. - Change process ......................................................................................................... 54 13. - BPR as a component of organizational learning....................................................... 57 14. - The IT Process-Productivity Relationship (Davenport, 1993) ................................. 60 15. – KPL Case Approach and Tools and Methods for Change Process .......................... 81 16. - Timeline of KPL Organizational Change and IT Policy .......................................... 85 17. - Steps of Personel Vision ........................................................................................... 89 18. - Steps of Shared Vision.............................................................................................. 90 19. - Steps of Mapping Current Reality ............................................................................ 91 20. - Steps of Closing The Gap ......................................................................................... 93 21. - Steps of Choice and Implementation ........................................................................ 96 22. - Steps of Testing and Reconstructing The Map ......................................................... 97 23. - An example of SADT Context Diagram for a Section ............................................. 98 24. - An example of SADT Level 1 Decomposition Example for a section..................... 99 25. - An example of a user level DFD............................................................................. 100 26. - A diagram example from Software Requirement Analysis of LAWOFS .............. 102 27. – Network Topology Diagram at Design Document ................................................ 103 28. - A diagram example of Design Document............................................................... 104 29. - A State Diagram from Design Document............................................................... 105 30. - Trojan Horse Approach........................................................................................... 107 31. - LAWOFS: General View........................................................................................ 138 32. - LAWOFS: Works at the Section............................................................................. 138 33. - LAWOFS: Performance View of Personnel........................................................... 139 34. - LAWOFS: Works at Personnel............................................................................... 139 35. - LAWOFS: Lists of Correspondence and Charge.................................................... 140
VIII
LIST OF TABLES 1. - Comparison of change methodologies...................................................................... 51 2. - Comparison of design steps of change methodologies ............................................. 53 3. - The impact of Information Technology on Process Innovation (Davenport, 1993). 61 4. - Reactions to the change and attitude of the individual (Ozgen and Olcer, 1996) .... 67 5. - Reasons of managers' opinions on the resistance to organizational change ............. 68 6. - Methods used to solve the resistance problem of organizational change ................. 69 7. - Ownership of ICT in Turkey (Askar, 2000) ............................................................. 72 8. - IT Personnel Ratio to Total Personel (Bensghir, 1996)............................................ 72 9. - IT Systems of Organizations (Bensghir, 1996)......................................................... 73 10. – Network Systems (Bensghir, 1996) ......................................................................... 73 11. - Reasons to not establish MIS (Bensghir, 1996)........................................................ 74 12. - Problems faced while establishing MIS (Bensghir, 1996)........................................ 75 13. – Systems in use (Bensghir, 1996) .............................................................................. 75 14. - IT supported process levels (Bensghir, 1996)........................................................... 78 15. - IT supported process levels according to fields of organizations (Bensghir, 1996). 78
IX
LIST OF ABBREVIATIONS
ARIS Architecture of Integrated Information System BPR Business Process Reengineering CRM Customer Relationship Management FBI Federal Bureau of Investigation GDP Gross Domestic Product ICT Information and Communication Technology IDC International Data Corporation IEEE Institute of Electrical and Electronics Engineers ISO International Organization for Standardization IMF International Money Fund IT Information Technology IS Information System KPL Criminal Police Laboratories LAN Local Area Network LAWOFS Laboratory Workflow System METU Middle East Technical University MIT Massachusetts Institute of Technology MIS Management Information System MSc Master of Science OOSE Object-Oriented Software Engineering OMT Object Modeling Technique PC Personal Computer Ph.D. Philosophy of Doctorate PURL Process Reengineering Life Cycle RDBMS Relational Database Management System SADT Structural Analysis and Design Technique SPC Statistical Process Control TNP Turkish National Police TQM Total Quality Management TUENA Turkish National Information Infrastructure U.S. United States WAN Wide Area Network
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CHAPTER I
INTRODUCTION
1. INTRODUCTION 1.1. Main Context
1.1.1. Organizations of today and tomorrow
Drucker (1995) states that organizations are in a very different environment from
before. This era is shaped by fast change, high technology and adaptability of entities.
The change process is very fast and includes many opportunities for organizations to
maximize their profits yet at the same time includes risks that may drive the organizations
out of business. It is easy to have an idea and put it into implementation with the help of
technology.
Change is not always at the micro level or as easy as just opening a web page.
Companies are changing, public organizations are changing, and even countries are
changing. Governments take measures to cope with these changes. State organizations
are getting smaller and more effective.
Organizations of the 21st century realize that they should innovate in order to
survive, and this innovation process should be continuous (Drucker, 1995). They begin to
understand that information is the power to drive their businesses, that “information has
strategic value” (Drucker, 1995) as a resource in addition to a classical approach
consisting of money, material and people. They also realize that they need to change
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themselves based on knowledge, which has caused tremendous changes to the
fundamentals of their businesses.
Traditional organizations are not immortal. Contemporary organizations well
understand the power of change processes, that they have only one option: change to
survive. Executives, who put their organizations in a continuous change process and
create an organizational culture that is adapted throughout this process, know very well
that action is the only way to shape tomorrow. They will either manage knowledge and
change and control our future, or be controlled by it.
Especially in developing countries, there are more basic problems than change,
like clean water, safety and food. Organizational change in developing countries has
more barriers than it does in developed countries. It does not suffice just to duplicate
developed countries’ approaches, including institutions, which will probably fail due to
the environmental differences, the resources and the general conditions of developing
countries (Jaeger and Kanungo, 1990).
1.2. Problem Statement
Organizational change is a difficult but inevitable process (Davenport, 1993,
Drucker, 1995, Hammer, 1993). Some organizational change methodologies have been
developed in the last three decades. The purpose of these methodologies is to overcome
the problems of organizations and lever the organization to a better place in the
environment. All of these methodologies have similarities and differences. The critical
question for an organization is which methodology will be selected for change
(Davenport and Drucker, 1997). Jaeger and Kanungo (1990) believe that there is a
difference between developed and developing countries and every organization should
adapt itself to unique features of its country’s environment. Jeager and Kanungo (1990)
also analyzed the management problems and concluded that management theories and
practices developed in the developed country context have only limited applicability in
the context of the developing world. Olmez’s (2000) thesis on rationality of organizations
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showed that there is a significant difference between Turkish and foreign organizations.
That’s why organizational change in Turkey requires different methodologies from those
proposed for developed countries.
Although information technology is used as an enabler in most of the
organizational change methodologies (Hammer, 1993, Davenport, 1993, Drucker, 1995),
the affects of ICT (Information and communication technologies) on a major enabler in
public organizations are not well known (Drucker, 1995).
The problem is how an ICT application can be an enabler of organizational a
change in scientific-public organization of a developing country and is that possible?
In this thesis, the IT implementation strategy was developed for a public
organization and its effects on organizational change were investigated. The strategy was
adapted to organizational change initiative that had similar steps like Learning
Organizations design steps at Criminal Police Laboratories (KPL) (Senge, 1990, 1994).
KPL is a scientific public organization in Turkey. It has one central and eight
regional laboratories. It is a department of Turkish National Police (TNP). KPL not only
serves TNP but also serves other crime related organizations like courts, public
prosecutors and Gendarme. ICT was used as an enabler of organizational change process.
Laboratory Workflow System (LAWOFS) was the main IS (Information System)
application in that process. The effects of IT in organizational change were investigated
by interviewing users.
The problem has three dimensions as depicted in Figure 1. These are:
• The information and communication technologies dimension. In this dimension,
how ICT is enabling the organizational change is defined in the related research
section and the implication at KPL is defined in the case study section.
4
• The change methodology dimension, change methodologies are defined in the
related research section and the implication at KPL is defined in the case study
section.
• The developing countries and Turkey dimension that includes the country-specific
factors, this dimension is out of the scope of this thesis.
In this thesis, the emphasis is on the enabling ICT dimension.
Figure 1 - Dimensions of the problem
This case study was implemented in only one scientific-public organization. It
should be implemented in more organizations to compare the results. A participant
observer performed the investigation. To minimize the personal bias, randomly selected
users of the system were interviewed. In order to get the full picture of the user effects of
the system and results of change initiative, it will be better to interview all personnel in
the KPL. The answers may not be objective because respondents may think that if they
behave negatively, the system will go out of use.
Developing Countries and
Turkey
Change Methodologies
Information and Communication
Technologies
KPL LAWOFS
5
1.3. Structure of the thesis
This thesis is presented in four chapters.
Chapter II presents the existing studies in the literature about the organization,
organizational change, organizational change methodologies, enabling ICT and
organizational change in developing countries.
Chapter III is devoted to the case study at Criminal Police Laboratories.
The approach used in the case study is described. The characteristics of KPL are
defined. The organizational change initiative and enabling ICT implication is organized
by defining the reasons for organizational change in KPL, the organizational change
approach and methods and techniques used in this process, how ICT enabled
organizational change at KPL, problems related to change and ICT implication and
general evaluation of organizational change initiative.
Summary, lessons learned and future work are reviewed in Chapter IV.
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CHAPTER II
RELATED RESEARCH
2. RELATED RESEARCH 2.1. Organizational Change
Organizations are established to achieve specific purposes. The literal definition
of an organization states that it is (1) a social entity that (2) has a purpose, (3) has a
boundary, so that some participants are considered inside while others are considered
outside, and (4) patterns the activities of participants into a recognizable structure (Daft
1989).
Peter F. Drucker defines the fundamentals of a business around three points called
“the company’s theory of business”(Drucker 1995). They are assumptions about the
environment, the specific mission of the organization and the core competencies needed
to accomplish the organization’s mission.
The first point is the assumptions about the environment of the organization:
society and its structure, the market, the customer and technology. When the environment
changes, organizations should also change to survive. For example before the Second
World War, market demand was greater than market supply. That’s why suppliers mostly
focused on their processes rather than customer preferences. Henry Ford’s famous words
clearly define this situation “You can have any color of car so long as it is black”. But
this situation ended some time after the Second World War with people started to
dominate production. (Figure 2)
7
Figure 2 - Market factors impacting on operations of organizations (Goodman 1995)
In value-oriented time, competition becomes more severe. Organizations must
find products and services, which are differentiated not only by purpose and form but
also by the ‘added-value’, which attaches to them. A value added activity is any activity
that contributes directly to the performance of a mission, and could not be eliminated
without impairing the mission. An activity in a process that adds value to an output
product or service, that is, the activity merits the cost of the resources it consumes in
production. It contributes to producing a designated product or service that meets
customers’ requirements and that the customer is willing to pay for. This means
identifying potential customer expectations and then exceeding them. But it is important
to understand the activities from the perspective of the customer. Companies focus on
what they think their customers want without asking the customers themselves. Carriers
may think that the departure time from the airport is important for the customer, although
the arrival time to the destination is more important.
As the lifecycle of a product shortens, organizations will be under constant
pressure to introduce new product offerings. This implies a continuing struggle for
innovation in terms of both products and the services associated with them. Innovation is,
however, not only associated with the product itself but also with ways of supplying and
Production dominates people
People dominate productionBuyers’ Market Suppliers’s Market
Task-oriented time
Product/Service design time
Systems/process-oriented time
Value-oriented time
Industrial Age 1944
Neo-industrial age
1995-2000
8
marketing it. What may differentiate one product offering from another is not the product
itself but the innovative production techniques, quality and relationship marketing –
skills, which are difficult for the competition to copy (Senior 1997).
When people started dominating production, organizations changed their way of
working. Ford manufactured cars with more than one color. If Ford had insisted on one
color, the Ford Company would not exist today. In today’s environment, organizations
should focus on continuous innovation. This means that knowledge and technology are
the main drivers of an organization.
Environmental factors that force organizational change can be grouped under
several categories. These are Political, Economic, Technological and Socio-cultural
factors, which used to be referred to as PEST (Johnson and Scholes, 1993) and STEP
(Goodman, 1995) (Figure 3).
The second point is the assumptions about the specific mission of the
organizations. The mission of an organization defines the reason of existence for that
organization. When the reason of existence disappears, organization will go out of
business, i.e. cease to exist.
The third point is the assumptions about the core competencies needed to
accomplish the organization’s mission. An organization survives because it has core
competencies that differentiate it from the other organizations. When an organization
looses its core competencies, organization will go out of business. 10 years ago, a
bookstore might have rivals in the same city. That’s why bookstore might offer different
services than the other city bookstores, like lower prices and recently published books.
But today a bookstore has more rivals than just the ones in the same city. Online
bookstores around the world offer to customers the cheapest and the fastest service. Local
bookstores started to loose their core competencies and customers. They will have to
transform otherwise they will go out of business.
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Political Factors • Government legislation • Government ideology • International law • Universal rights • Wars • Local regulations • Taxation • Trade union activities
Socio-cultural Factors • Demographic trends (customers and
employees) • Lifestyle changes • Skills availability • Attitudes to work and employment • Attitudes to minority groups • Gender issues • Willingness and ability to move • Concern for the environment • Business ethics
Technological Factors • Information technology/Internet • New production processes • Computerization of processes • Changes in transport technology
Economic Factors • Competitors • Suppliers • Currency exchange rates • Employment rates • Wage rates • Government economic policies • Other counties’ economic policies • Lending policies of financial
institutions • Changes from public to private
ownership
ORGANIZATION
Figure 3 - PETS factors and organizational change (Senior 1997)
When the fundamentals of an organization change, the organization itself needs to
change to survive. The customer mainly dominates this change process because the profit
margin is defined by customers’ preferences. If a firm’s marginal profit is not greater or
at least equal to marginal cost, then this firm will be out of business. Non-profit
organizations or government organizations are also like this. Their profit is the expected
utility or service for allocated funds from the public budget.
If organizations cannot anticipate the changing environment and its mission,
vision and core competencies do not fit each other, then this organization will eventually
cease to exit, be it a private company, a public agency or even a government. Drucker
(1995) states this fact through four specifications for a valid theory of business:
10
1- The assumptions about environment, mission and core competencies must fit
reality.
2- The assumptions in all three areas have to fit one another.
3- The theory of the business must be known and understood throughout the
organizations.
4- The theory of the business has to be tested constantly.
The greatest competitive challenge facing organizations forces them to continuous
change. Organization theory has identified several organizational characteristics in
various dimensions including control, culture and strategies. Organizations are migrating
(transforming into) to new forms with changes in their characteristics. Those
organizations anticipating changes and responding quickly will win, but those trying to
resist change will loose. To successfully adapt to this continuously changing
environment, organizations must continuously innovate and take on new business
strategies. Organization is a living organism that has a mission, vision and goals. One
constant thing in organizational life is change, because everything changes surrounding
the organization.
In organizational change literature, there are some definitions like “Organizational
Development”, “Organizational Transformation”, “Organizational Transition” or
“Organizational Improvement”. All those definitions are based on change, but they have
some critical differences.
The lexical meaning of development is “gradual advancement or growth through
a series of progressive changes”, transformation is “a marked change, as in appearance
or character, usually for the better”, improvement is “progress toward what is better; the
act of making profitable use or application of anything, or the state of being profitably
employed”, transition is “passage from one form, state, style, or place to another” and
change is “to alter; to make different; to cause to pass from one state to another”.
11
When these words are used with organizational, they become metaphors and give
some messages to the reader. Hicks (2000) defined organizational development as the
planned process of developing an organization to be more effective in accomplishing its
desired goals. Organizational transformation is discontinuous change, a fundamental
change in vision, identity, and culture. A key management challenge for transforming
organizations is preparing employees for radical change (Hume, DeVane, Slater 1999).
Organizational improvement refers change to better state. Organizational transition is
passing the organization to a new form or state.
Each metaphor gives some promises; development promises a gradual
advancement to a better position, transformation promises a radical advancement to a
desired position, improvement promises just a better position, transition promises an
expected position but change promises just a position not a good or bad position. That is
why we chose the use the term “Organizational Change” in this thesis. Although a better
position is aimed for by change methodologies, the end result of a change is not
necessarily a position as expected.
Akin and Palmer (2000) emphasize the importance of metaphors in organizational
change. A methodology proposing a transformational change but using the term
“developmental change” will cause people to misunderstand the concept.
Grundy (1993) classified change into three main types (Figure 4). First main type
is ‘smooth incremental change’. Smooth incremental change is change that evolves
slowly in a systematic and predictable way. Second type is ‘bumpy incremental change’.
The rate of change increases or decreases in some periods in this type of change. The
third type of change is ‘discontinuous’. Change is marked by rapid shifts in strategy,
structure or culture, or in all three.
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Figure 4 - Types of change (Grundy, 1993)
Margulies and Raia (1978) described the nature and process of planned change:
(1) Planned change involves a deliberate, purposeful, and explicit decision to engage in a
program of problem solving and improvement. The critical words in this dimension are
"deliberate" and "purposeful". Planned change is change that is intended.
(2) Planned change reflects a process of change that can apply to a variety of human
client systems. The notion of planned change can be used to implement change whether
the client is an individual, a group, an organization, or a community.
(3) Planned change almost always involves external professional guidance. ... Planned
change generally involves the intervention of someone what has professional skills in the
technologies used to implement the change...
(4) Planned change generally involves a strategy of collaboration and power sharing
between the change agent(s) and the client system.
(5) Planned change seeks utilization of valid knowledge or data to be used in the
implementation of change. Planned change, then, is an extension of the scientific
method...
Time
Rate of change
Discontinuous
Smooth incremental
Bumpy incremental
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2.2. Organizational Change Methodologies and Approaches
Because change is very crucial for organizations, they are ready to pay for the
change costs for being competitive until their marginal benefit is equal to marginal cost.
However, as there is a huge market for change advocates, there are so many evangelists
and methodologies.
It is necessary to compare these methodologies in order to understand the
approach implemented in KPL.
Management Fashions
Most of the methodologies are very similar life cycles. Alan E. Alter (2000) summarizes
this cycle in an ironic way:
Management ideas are as susceptible to fashion as hairstyles and eyeglasses are. How many times have we seen the following cycle go 360? Birth: A consultant or professor presents a Big New Idea in a book or an academic management review. If the idea sounds reasonable, promises major benefits and is in sync with the times (re-engineering -- a way to do more for less money -- was born during a recession; TQM (Total Quality Management) arose when the Japanese were eating our lunch), it has a shot at surviving to the ... ... Early-adopter phase: The Big New Idea gets noticed by the major consulting firms and vendors, if they can build a big practice or sell a lot of technology to implement it. Consultants tout it in more articles and books and persuade a few leading-edge clients to adopt it. That's the start of the ... ... Buzz phase. Reporters and researchers start writing up the idea as the next hot trend. More companies adopt it, providing the fuel for more articles and reports. Wall Street notices and starts rewarding vendors that are seen as market leaders. Other companies notice and start claiming that they're doing it, too (whether they are or not). From this point on, it's all downhill. Next comes ... ... The start of the slide. Most of the early and not-so-early adopters fail. The press begins to question whether the idea really works. As more failures are reported, the Big New Idea enters ...
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... Free fall. The media focus on failures; columnists pronounce the Big New Idea pass. Conference speakers begin to criticize it. The trend competes for attention against a new trend just starting its own cycle. Finally, the idea drops from sight and comes to be considered a failure. But is the Big New Idea really a total failure? What's forgotten when the hubbub dies down is that these ideas have their successes as well as their failures. People are still doing them. Unfortunately, the media and the consultants arenot much interested in the successes anymore --they've moved on to something new. And that's a shame, because there's now far more information and hard data about how to do it right, since the failures have been picked apart and the lessons have been learned.
Peter F. Drucker (1995) indicates that managers prefer to implement management
fashions instead of searching for right solutions:
Many management techniques proposed since early 1950s. These are downsizing, outsourcing, TQM, economic value analysis, benchmarking and reengineering. Every evangelist is quite sure that his own medicine cures everything. Because there is insecurity in management caused by rapid change. Managers preferred to implement these management fashions rather than to think about the problem and search for the right answer. Also it was hard to investigate these techniques for managers if there are suitable for them. Because there was no universal medicine. When a manager informed about the other companies implementing and succeeding an organizational development methodology, they also try to implement the same methodology without ask if that is appropriate for them. Bandwagon psychology forced managers to use all new management techniques in order to compete with rivals.
What the improved organization might look like?
Every change methodology tries to make sure that the organization intended to
change will achieve the best position to be successful. Because information is the driver
force of organizations today, knowledge management has become critical process for
organizations. Change methodologies use this advantage with their main focus area.
TQM, BPR (Business Process Reengineering), Learning Organization, Chaordic
Organization, Customer Focused Organization and many others’ slogans summarize their
ideas. But they provide too little guidance about what the improved organization might
look like. Methodologies promise innovation but they lack the details needed to
accomplish it. Moving beyond the practices of today to invent the best practices of
15
tomorrow is remaining as a problem to be solved for these methodologies (Malone,
Crowston, Lee, Pentland, Dellarocas, Wyner, Quimby, Osborn, Bernstein, Herman,
Klein, O’Donnell, 1999).
Previously mentioned Members of Center for Coordination Science at MIT
emphasizes that problem and works on to find tools for (re)inventing organizations. First
of all they hope to develop a more systematic theoretical and empirical foundation for
understanding organizational processes. They are trying to understand successful
organizational practices by recognizing and representing the organizational practices.
Alternative ways of accomplishing the same things should be imagined to improve
organizational practice in a particular situation. Finally, some way is needed to judge
which alternatives are likely to be useful or desirable in which situations.
Starting from scratch
Some of evangelists argue that organizational change should start from scratch,
‘clean sheet of paper’. But in reality most of organizations have not enough funds (after
all, you need a blank check for that) to have a clean sheet of paper approach. Eventually,
organizational change aims to become a continuous learning process (Orlikowski &
Hofman, 1996).
Critical Success Components
At first, change methodologies had goals like reducing defects, streamlining, cost
displacement and cost avoidance, because they were invented in the recession years. So
they were focusing on processes without human dimension. In these first attempts,
leadership, culture and rewards were missing items, which they are critical in the human
dimension of change.
Shields indicates the critical success components that are available to leaders to
achieve their overall strategy and desired results called “The Seven-Lever Model
Trademark” (Shield 1999). These organizational change levers include: organization
values and culture; core work processes; individual and team competence; leadership;
16
organization, team and job design; reward and recognition programs; and management
processes and systems. In brief, a description of each lever and its importance in
organizational change follows:
• Values & Culture: Reassessing an organization's values and its internal culture is the
foundation for building new systems and processes that ultimately create the right set of
behaviors that will propel the organization forward.
• Work Processes & Business Systems: Improving the sequence of core activities
through which resources are transformed to meet customer needs is an important link
between the statement of a new direction and its accomplishment.
• Individual & Team Competence: Part of any change is to develop the capabilities of
people -- the skill sets and behaviors that will support the organization's new mission.
• Leadership: Mobilizing the organization around a new direction often requires leaders
themselves to change. The leader's ultimate goal: to create a compelling vision and then
embody that vision in both word and deed.
• Organization, Team & Job Design: Organizing and clarifying accountabilities
effectively throughout the organization can "make or break" any major change effort.
• Rewards & Recognition: While values and culture set an organization's behavioral
norms, reward and recognition programs reinforce those behaviors and the results
expected from them.
• Management Processes & Systems: To achieve rapid and lasting change, management
planning and measurement systems must support new performance targets.
Change Steps
There are five common steps in change process. Change initiative should be seen
as a project and all critical success components should handle carefully.
1. Problem, Mission and Vision Definitions
First of all, every methodology defines the problem (in business terminology),
mission and vision of the change process. In this step, direction of the entire change
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implementation must be set. Expected (and measurable) results and goals are also set in
this step.
• Problem: If an organization sees the need to change itself, we can conclude that
there are some (potential) problems with the organization’s business.
o The environment of organization may have changed.
o The mission of organization has been changed.
o The core competencies of organization are not seen sufficient to stay in
business.
• Mission and Vision of change process: There is a need to define what will
happen at the change process. Organization may be in a good position in the
market and do not want to risk its position by changing, but wants to develop new
competencies for future. Alternatively, organization may have lost all its
competencies and it is almost out of business and wants a radical movement to
stay in business. That’s why there is a need for defining principles for change
process.
2. Snapshot of The Current Situation
After mission and vision of change implementation are defined, the current
situation of the organization must be analyzed. Current situation analysis gives current
processes, organizational hierarchy, cultural position, knowledge position, HR, PR…
3. Future Position of Organization
In the light of the vision and goals of the change initiative, and current situation, one has
to decide what will happen next. In this phase there are three possibilities:
1- Improving company’s current position for better performance: In this case, the
company addresses its problems and improves its processes, resources and
relations. The company still sells its products and services in the same way.
2- Transformation process may lead to new business initiatives: In this case, the
company’s core competencies have been lost. Environment has changed. An
encyclopedia producer cannot sell any, because there are many digital versions in
18
the market. In this rapidly changing information environment, it does not make
sense to many consumers to buy hardcopy of this year’s encyclopedia that will
probably become obsolete in possibly less than a year. So this is not the way to
stay in business under these circumstances. An encyclopedia producer will either
go out of business or make a radical change like online encyclopedia that has up
to date information online.
3- In the third case, we have a hybrid model, in which two business models are
carried out in parallel. The publisher is still in business and may be it is the
biggest one, but profit is decreasing everyday. It needs to compete with its rivals.
The company improves its existing process to offer a better service and at the
same time an online division is established which will behave like an online
bookstore. This is exactly what happened to Encyclopedia Britannica.
The decision for a new design of organization and implementation plan depends
on different factors:
• Risk: Organization’s current position in business is very critical in the
decision-making. If organization incrementally looses profit and getting
closer to being out of business, the decision will be radical.
• Budget: The larger the budget is, the bigger the change (new design).
• Type of organization: If organization is a government organization, most
of the time improvement is preferable.
• Organization’s current situation assessment: Top-level management
prefers a real change, however staff and technology levels may hinder the
change efforts.
4. Implementation Phase
In this phase, transition (up to the goals; it can be transformation) from current
position to future position is performed. Depending on the future design, implementation
may be radical, improved or a mixture of them. This state is the longest step in change
process. All dimensions (Technological, Cultural and Structural) affect and are affected
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from this phase. Processes, performance and reward systems are changing. Organization
culture is also expected to change according to vision.
5. Test The Theory of Business Constantly
During and after the implementation plan, theory of business constantly is tested.
Organization should be ready for continuous change. That’s why in the first phase; one of
the goals of future organization must be a self-learning and changing organization.
Global features of some change methodologies are explained below. Because
change methodologies themselves are subject to change as well, they are now different
than their original application. Every experience forces consultants, academicians or
change evangelists to improve their methodologies. That’s why, while assessing them, it
will not be healthy to just use the advocated evangelists approach. Hence, in the
following section we will consider the approaches of the consultants and implementers of
these methodologies, in example the real doers.
2.2.1. Planned Change Model and Action Research Model
The Planned Change Model is modified version of the action research model. The
action research model was one of the first theoretical frameworks for understanding
relationships between diagnosis, feedback and organizational change. This model was
initially developed by researchers interested in studying and solving problems in groups
and organizations at the close of World War II (Smither, Houston, McIntire, 1997).
There are important differences between action research and experimental
research. Experimental research controls the environment and isolates key variables so
that cause and effect relationships can be established but action research seeks to find
solutions to real problems by collaborating with clients in collecting data, feeding back
data and developing action plans for change. Another important difference is action
research may not have a clear beginning or end. By constantly feeding back outcome
information to organizational members and modifying the intervention, action research
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rarely provides a clear view of specific cause and effect relationships (Smither, Houston,
McIntire, 1997).
Figure 5 - Planned Change Model
2.2.1.1. Design Steps
The planned change model developed by Frohman, Saskin and Kavangh has eight
action research phases that apply to the organizational change process (Figure 5).
1. Scouting Phase: Initial description of the organization is developed. General
information about organization is collected and organizational change practitioner
makes a decision whether or not to enter this initiation. Practitioners should openly
discuss their theoretical orientations so that the client has an opportunity to
understand the practitioner’s values, assumptions and biases.
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2. Entry Phase: Organization’s problems are defined and a clear definition of
expectations in the practitioner-client relationship is developed.
3. Data Collection Phase: More detailed information is collected with the support of
the organizational members. Practitioner and client work together to ensure the
necessary information collected to understand the organization.
4. Data Feedback Phase: After data collection the outcomes should share with client to
begin collaborative problem solving.
5. Diagnosis Phase: Practitioner and client work together to interpret the meaning of the
data and identify problems and opportunities for improvement.
6. Action Planning Phase: Practitioner and client develop specific strategies for
change.
7. Action Implementation Phase: Collaboratively ensuring that the change strategy is
properly implemented. Problem solving and monitoring processes are instituted.
8. Evaluation Phase: Practitioner and client evaluate data outcomes of change process
and determine the success. This data can guide for next implementation.
2.2.2. Process Innovation, BPR, Process Redesign
In literature, Process Innovation, BRP and Process Redesign are used almost
synonymously. All of them indicate radical process change initiatives. Davenport defines
the difference between process reengineering and process innovation “Reengineering is
only part of what is necessary in radical change of processes; it refers specifically to the
design of the new process. The term process innovation encompasses the activity, and the
implementation of the change in all its complex technological, human and organizational
dimensions” (Davenport 1993).
2.2.2.1. Purpose, Definitions, Participants, Principles of Practice
Purpose
BPR is “the fundamental rethinking and radical redesign of business processes to
achieve dramatic improvements in critical measures of performance, such as cost, quality,
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service, and speed” (Hammer, Champy, 1993) while considering complex technological,
human and organizational dimensions.
Definitions
Davenport and Short have defined business process as a “set of logically related
tasks performed to achieve a defined business outcome” (Davenport, Short, 1990).
Hammer defined process of reengineering as “a complete end-to-end set of activities that
together create value for a customer”(Hammer, 1996). Reengineering has usually
concentrated on competitive, customer facing operations. Most common examples of this
type are order-delivery, marketing and sales processes (Kallio, Saarinen, Salo, Tinnila,
Vepsalainen, 1999).
Earl’s classification summarizes the basic ideas classifying processes by their
value chain target and process structure as follows:
• Core processes are central to basic business operations and directly related to
serving the external customers. They are usually primary activities of the value
chain.
• Support processes frequently have internal customers and consist of the
supporting activities of core processes. Usually they are the administrative,
secondary activities of value chain.
• Business network processes extend beyond the boundaries of the organization
including also suppliers, customers and allies.
• Management processes are those by which the company plans, organizes and
controls resources. (Earl, 1994)
Participants
Participants are more often from manufacturing industries than service industries,
except insurance and banking sectors. (CSC Index, 1994)
Principles of Practice
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1. Communication at all levels (internally, customers, suppliers and shareholders) is one
of the critical success factors and should be exercised from the outset throughout all
the stages.
2. Effective use of IT (Information Technology) in redesigning processes.
2.2.2.2. Key Characteristics of BPR Projects
There are some key characteristics of BPR projects:
• Radical Change: May be its most famous character. BPR offers radical change rather
than incremental steps.
• Dramatic Performance Improvements: By a radical change, BPR projects aim to have
radical improvements. Hammer emphasized that organizations preferred BPR
because they had to choose between failure and radical change.
• High Potential Business Benefits: Additional advantages to quantitatively measurable
advantages and performance improvements.
• Process-based organizations: cross functionally arranged work based on core
processes, shared information and objectives.
• Customer orientation: The objectives of reengineering should be based on the needs
of the customer, which can be internal or external to the company.
• IT as an enabler: In the era of information, IT is the most powerful enabler (far more
than what is meant by supporting) of reengineering projects.
• Rapid pace of change
• High Risks: There is a trade off between high potential benefits and high risks.
Radical change may lead a high failure rate.
2.2.2.3. Characteristics of Process-Centric Organizations
• Customer oriented approach
• Less hierarchical organizational structures
• Team based work arrangements
• Cross-functional design
• Case management
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2.2.2.4. Design Process
There are different but very similar design processes for BPR. PURL – Process
Reengineering Life Cycle is taken as a design process (Figure 6) (Guha, Kettinger and
Teng, 1993).
Figure 6 - PURL (Guha, Kettinger and Teng, 1993)
2.2.2.5. Enablers
Davenport classified the enablers in BPR in his book (Davenport, 1993).
1. Information and communication technology and Information enablers
2. Organizational Enablers
a. Structural Enablers
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b. Cultural Enablers
3. Human Resource Enablers
Failures
According to Drucker, BPR was born with two big mistakes: “One is that the
father of the term, [Michael] Hammer, realized that one could make a great deal of
money by asserting that you could learn to reengineer your company in a three-day
seminar, provided you paid enough. The other problem is that reengineering became
associated with wholesale firing” (Davenport, Drucker, 1997)
In all around the world, BPR has seemed to downsizing organization by firing
people. And this tendency caused to blame BPR for the failures of organizational change
programs.
Reasons for failure are (Pereira, Aspinwall, 1997):
- Failure to take a process perspective on the business;
- Trying to fix a process instead of changing it;
- Trying to make re-engineering happen from the bottom up;
- Assigning someone who does not understand re-engineering to lead the
initiative;
- Failure to consider technology limitations;
- Focusing on cost reduction and downsizing, rather than designing projects
around growth opportunities;
- Assigning the wrong team;
- Failure to communicate.
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2.2.3. TQM – Total Quality Management
2.2.3.1. Purpose, Definitions, Participants, Principles of Practice
Purpose
The definition of TQM is very controversial issue. There are many and different
definitions according to thinking of the evangelists, researchers, academics or
consultants. In this study, some of the major definitions will take place.
BS 4778, Part 2 (1991) defines TQM as “a management philosophy embracing all
activities through which the needs and expectations of the customer and the community,
and the objectives of the organization, are satisfied in the most efficient and cost effective
way by maximizing the potential of all employees in a continuing drive for
improvement.”
TQM is the integration of all functions and processes within an organization in
order to achieve continuous improvement of the quality of goods and services. The goal
is customer satisfaction (Ross 1994).
Participants
Both service and industrial sectors.
Principles of Practice
Because TQM definition is so broad and controversial concept that principles of
practice may change depending on implementers. But “continuous improvement of
organization oriented to the customer and community while respecting for employees and
their knowledge” may be taken as principle of practice (Boaden, 1997).
2.2.3.2. Key Characteristics of TQM Project
Ross (1994) compared the approaches of TQM gurus based on technical
processes, tools and managerial dimensions. Deming is best remembered for statistical
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process control, Juran for project management, Feigenbaum for systems management and
Crosby for company-wide motivation. Fine (1985) extended these themes. Common
themes are:
1. Inspection is never the answer to quality improvement, nor is policing
2. Involvement of, and leadership by, top management are essential to the necessary
culture of commitment to quality
3. A program for quality requires organization-wide efforts and long-term
commitment, accompanied by the necessary investment in training
4. Quality is first and schedules are secondary
5. Quality improvement requires careful planning and a philosophy of company-
wide quality improvement
6. Quality improvement programs must represent permanent, on-going activities.
Near these characteristics TQM elements can be added those identified at Ernst and
Young Quality Improvement Consulting Group (1992):
7. Reduction of product and process variation
8. Familiarity with a statistical way of thinking and the use of statistical methods
throughout the organization
9. View of vendors as long-term partners
10. Standardization, the development of and adherence to the best known ways to
perform a given task
11. Awareness of the needs of internal customers
12. Substantial Cultural change
And some TQM elements from The Conference Board (1993):
13. Self-assessment
14. Customer focus
15. Plan / direction
16. Compensation (Cash awards)
17. Recognition (Non-cash awards)
18. Vision
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19. Benchmarking
20. Systems thinking
Boaden (1997) got commons of TQM while ignoring slight differences in terminology:
1. Customer focus, with emphasis on the customer-supplier relationship, internally
and externally.
2. The commitment of everyone to quality improvement, especially managers.
3. Training and education considered as an investment.
4. The involvement of everyone within the organization in quality improvement.
5. A focus on processes.
6. The use of teams and teamwork.
7. The use of appropriate tools and techniques, reviewed regularly.
8. Goal-setting, measurement and feedback for all aspects of the business.
9. Continuous improvement as a philosophy.
10. A change in the culture of the organization, i.e. the way people think and behave.
11. The inclusion of quality principles into product and service design.
2.2.3.3. Characteristics of TQM Organization
1. Customer oriented
2. Fact-based decision making
3. Seeks quality before profits
4. Self learning/training
5. Self-assessment
6. Participation / involvement / commitment of everyone
7. Team work
8. Improves continuously
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2.2.3.4. Design Process
Ghobadian and Gallear (2001) reviewed literature of change process phases. In their
summary, there are four main implementation phases. They also developed a non-
prescriptive model of TQM implementation.
Pre Implementation Phase – Preparation and Awareness
• Develop detailed knowledge of TQM expectations and implications
• Establish TQM leadership and development team
• Establish priorities
• Identify ownership and responsibilities
• Communicate the intention to introduce TQM to the organization
Phase 1- start up (launch): Primary focus is on Management Process. This phase help to
shape the vision of implementation plan.
• Establish organizational direction and provide organizational guidance by
improving clarity of organizational objective and establishing mechanisms to
keep control over the change process
• Instill a sense of urgency for change
• Develop a detailed knowledge of actions required to develop internal
improvement capability
Phase 2- Transition: Primary focus is on People and Communication (maintaining focus
on Management Process). Intentions for changing from original state to other states.
• Instill a sense of ownership and shared responsibility
• Increase the degree of delegation and empowerment
• Move members of organization from an individual to a team orientation
• Increase the amount of information sharing
Phase 3- Consolidation: Primary focus is on Communication and Measurement.
Necessary or desired actions are taken to start transforming.
• Increase the amount and further increase the ease of information sharing
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• Move the organization from perceptive decision making to fact-based decision
making
• Ensure the clarity of organizational objectives
Phase 4- Maturity / Refocusing: Primary focus is on processes and customers/markets.
Assessment of outcomes of consolidation process and take new actions.
• Move the organization from a task to a process orientation
• Increase the sense of responsibility for the external customer
• Increase the propensity to look to external sources
• Move the organization from a proven to a pioneer mentality
2.2.3.5. Enablers
William E. Conway who was President and Chairman of the Nashua Corporation in
1979, worked with Dr. W. Edward Deming to improve his company’s quality. In this
process, he developed his own ideas. He recommended the following six basic tools for
quality improvement (Macdonald and Piggott, 1990):
1- Human Relations Skills: Human relations at every level and among employees
are necessary for improvements in the organization.
2- Statistical Surveys: Gathering data about processes and entities for measurement
and identify the needs.
3- Simple Statistical Techniques: Charts and diagrams that help to identify
problems, track work flows.
4- Statistical Process Control: Statistical charting of a process, whether
manufacturing or non-manufacturing, to help identify and reduce variation.
5- Imagineering: A key concept in problem solving, involving the visualization of a
process, procedure or operation with all waste eliminated.
6- Industrial Engineering: Common techniques using in industrial engineering.
7- Information Technology: Facilitate to collect data and use information. 1990s
were rising of IT and in the following years IT took it place in the enabling of this
methodology. TQM needs largely data and converting them to information. That’s
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very hard processes and this is continuous process. IT helps minimizing the
amount of input efforts, analyze data statistically, and produce accurate and easy
to read information. (Au and Choi, 1999)
2.2.4. Chaordic Organization
2.2.4.1. Purpose, Definitions, Participants, Principles of Practice
Purpose
“Terra Civitas” (Citizens of The Earth) is slogan of the Chaordic Organizations.
The purpose of Terra Civitas and the Chaordic Commons is to develop, disseminate, and
implement new concepts of organization that result in more equitable sharing of power
and wealth, improved health, and greater compatibility with the human spirit and
biosphere. (Chaordic Web Page, 23-07-2001)
Definitions
Chaordic Organization’s basic approach is coming from chaos and order. Chaord
is first syllable of the two words CHAos and ORDer (Figure 7). The dictionary definition
probably produced by Chaordic initiative is:
(kay'ord) 1: any auto catalytic, self-regulating, adaptive,
nonlinear, complex organism, organization, or system, whether
physical, biological or social, the behavior of which harmoniously
exhibits characteristics of both order and chaos. 2: an entity
whose behavior exhibits patterns and probabilities not governed
or explained by the behavior of its parts. 3: the fundamental
organizing principle of nature and evolution.
The dictionary definition of Chaordic is:
(kay'ordic) 1: anything simultaneously orderly and chaotic. 2:
patterned in a way dominated neither by order nor chaos. 3:
existing in the phase between order and chaos.
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Figure 7 - Chaord
Participants
Any individuals and institutions that subscribe to the purpose and principles in
conducting Terra Civitas activities are eligible to be Owning Members.
Principles of Practice
Chaordic Initiative has some principles of practice (Chaordic Web Page, August,
27, 2001):
1. Work to ensure that all people, by right of birth, have adequate necessities of life,
including clean air, water, food and shelter; an equitable share of wealth and
resources; and opportunity to develop their full physical, mental and spiritual
potential.
2. Work to ensure that human capacities, technologies and organizations sustain and
support, not systemically alter, degrade or destroy, the Earth, its diversity of life
or life support systems.
3. Work to ensure interdependent health and diversity of individuals, communities,
institutions, cultures and other life forms.
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4. Resolve conflict creatively and cooperatively without physical, economic,
psychological, social, or ecological violence.
5. Freely and fully exchange information relevant to the purpose and principles
unless doing so violates confidentiality or materially diminishes competitive
position.
2.2.4.2. Organizational Design
The design of the Chaordic Commons is chaordic. It is modeled not on the
machine but on the fundamental organizing principles of nature. It harmoniously blends
apparent opposites such as competition and cooperation, self-organization and coherence,
freedom and concern for the common good. A few simple perspectives characterize its
structure and function. Terra Civitas is:
Multi-centric and distributive
There is no single center of power in Terra Civitas - they are everywhere. The
design enables participants to organize themselves at any scale up to the global while
keeping power, authority and decision making at the smallest or most local level that
includes all relevant and affected parties. The Chaordic Commons, and any others that
evolve, will be made up of an unlimited number of participant-led enterprises that create
new centers of activity (Chaordic Web Page, August, 27, 2001).
Self-organizing and self-evolving
Every Owning Member has the constitutional right to create a new part of the
system as long as it embodies the common principles and seeks to advance the overall
purpose. Participation is always voluntary, and no one can be forced to participate in
something they do not support. Communities, Alliances and Leagues provide a way for
Terra Civitas to grow through self-organization rather than through the decisions of a few
or a centralized planning process. Every aspect of the organization can be changed as the
Commons evolves, sometimes by its Trustees, sometimes by its Trustees and Owning
Members together (Chaordic Web Page, August, 27, 2001).
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Participant-owned and participant-governed
Owning Members govern themselves and the parts of the network in which they
participate. All Owning Members participate in electing Trustees to the Council of
Trustees. Representation on the Council is balanced to ensure that all categories of
membership - and any other Commons that might form - have a voice in decision-making
and that no particular interests dominate. There is no self-perpetuating board that governs
the organization. Within Communities, Alliance and Leagues, or any other center of
activity that self-organizes within the network, participants themselves determine their
own self-governance processes. Many different approaches - consensus, voting, and
others - are expected to be used. Proven practices can be expected to proliferate
(Chaordic Web Page, August, 27, 2001).
Diverse and adaptive
There are few constraints on innovation and experimentation in an organization
free of self-perpetuating boards, vested interests or the pet programs of management.
Rich collaboration can occur. Competing strategies can be pursued simultaneously. One
size need not fit all. Good ideas spread rapidly, and bad ideas are likely to be choked off
before they do much damage. Minority views need not fear a usurping majority. The
majority need not fear a disruptive minority. All can pursue their objectives in good faith
in a complex ecology of continually evolving ideas, perspectives and practices (Chaordic
Web Page, August, 27, 2001).
Strongly cohesive, with an unshakable focus on common purpose and core
principles
All participants are dedicated to the same overarching purpose and share a
common set of core principles. In addition, Trustees have a fiduciary duty of care to the
whole of their Commons and the fiduciary duty of loyalty to the whole of Terra Civitas
and its purpose and principles (Chaordic Web Page, August, 27, 2001).
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2.2.4.3. Characteristics of Chaordic Organizations
• Are based on clarity of shared purpose and principles.
• Are self-organizing and self-governing in whole and in part.
• Exist primarily to enable their constituent parts.
• Are powered from the periphery, unified from the core.
• Are durable in purpose and principle, malleable in form and function.
• Equitably distribute power, rights, responsibility and rewards.
• Harmoniously combine cooperation and competition.
• Learn, adapt and innovate in ever expanding cycles.
• Are compatible with the human spirit and the biosphere.
• Liberate and amplify ingenuity, initiative and judgment.
• Are compatible with and foster diversity, complexity and change.
• Constructively utilize and harmonize conflict and paradox.
• Restrain and appropriately embed command and control methods.
2.2.4.4. Design Process
The chaordic design process has six dimensions, beginning with purpose and
ending with practice (Figure 8). Each of the six dimensions can be thought of as a lens
through which participants examine the circumstances giving rise to the need for a new
organization or to reconceived an existing one.
Figure 8 - Chaordic Organization Design Process (Chaordic Web Page)
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Developing a self-organizing, self-governing organization worthy of the trust of
all participants usually requires intensive effort. To maximize their chances of success,
most groups have taken a year or more on the process. During that time, a representative
group of individuals (sometimes called a drafting team) from all parts of the engaged
organization or community meet regularly and work through the chaordic design process.
The steps involved in conceiving and creating a more chaordic organization are
(Chaordic Web Page, August 27, 2001):
Develop a Statement of Purpose
The first step is to define, with absolute clarity and deep conviction, the purpose
of the community. An effective statement of purpose will be a clear, commonly
understood statement of that which identifies and binds the community together as
worthy of pursuit. When properly done, it can usually be expressed in a single sentence.
Participants will say about the purpose, "If we could achieve that, my life would have
meaning." (Chaordic Web Page, August 27, 2001).
Define a Set of Principles
Once the purpose has been clearly stated, the next step is to define, with the same
clarity, conviction and common understanding, the principles by which those involved
will be guided in pursuit of that purpose. Principles typically have high ethical and moral
content, and developing them requires engaging the whole person, not just the intellect.
The best will be descriptive, not prescriptive, and each principle will illuminate the
others. Taken as a whole, together with the purpose, the principles constitute the body of
belief that will bind the community together and against which all decisions and acts will
be judged (Chaordic Web Page, August 27, 2001).
Identify All Participants
With clarity about purpose and principles, the next step is to identify all relevant
and affected parties - the participants whose needs, interests and perspectives must be
considered in conceiving (or reconceiving) the organization. As drafting team members
37
pursue their work, their perceptions of who constitutes a stakeholder will typically
expand. They now have an opportunity to ensure that all concerned individuals and
groups are considered when a new organizational concept is sought (Chaordic Web Page,
August 27, 2001).
Create a New Organizational Concept
When all relevant and affected parties have been identified, drafting team
members creatively search for and develop a general concept for the organization. In the
light of purpose and principles, they seek innovative organizational structures that can be
trusted to be just, equitable and effective with respect to all participants, in relation to all
practices in which they may engage. They often discover that no existing form of
organization can do so and that something new must be conceived (Chaordic Web Page,
August 27, 2001).
Write a Constitution
Once the organizational concept is clear, the details of organizational structure
and functioning are expressed in the form of a written constitution and by-laws. These
documents will incorporate, with precision, the substance of the previous steps. They will
embody purpose, principles and concept, specify rights, obligations and relationships of
all participants, and establish the organization as a legal entity under appropriate
jurisdiction (Chaordic Web Page, August 27, 2001).
Foster Innovative Practices
With clarity of shared purpose and principles, the right participants, an effective
concept and a clear constitution, practices will naturally evolve in highly focused and
effective ways. They will harmoniously blend cooperation and competition within a
transcendent organization trusted by all. Purpose is then realized far beyond original
expectations, in a self-organizing, self-governing system capable of constant learning and
evolution (Chaordic Web Page, August 27, 2001).
38
Drawing the Pieces into a Whole
The process is iterative. Each step sheds new light on all of the preceding steps
and highlights where modifications or refinements need to be made. In effect, the process
continually folds back on itself, more fully clarifying the previous steps even as each new
dimension is explored. Over time, the elements become deeply integrated. None is truly
finished until all are finished (Chaordic Web Page, August 27, 2001).
Risks of design process
Two risks are frequently encountered - moving onto the next stage too quickly
and allowing the striving for perfection to bog down the process. The first risk is common
when working on purpose and principles, where agreement on "platitudes" can often be
reached even when underlying differences persist. In these situations, finding an easy
answer that pleases everyone is not enough; digging deeper to find richer and more
meaningful understanding and agreement is essential. This can be taken to an extreme, of
course, which leads to the second risk. Perfection is not required and will never be
attained. Getting a very good answer that is "good enough" to move on to the next step is
the goal. Keep in mind that what is done at each stage will be subsequently refined
(Chaordic Web Page, August 27, 2001).
The most difficult parts of the process are releasing preconceived notions about
the nature and structure of organizations and understanding their origins in people’s own
minds. A chaordic organization often catalyzes this process by asking the question: "If
anything imaginable were possible, if there were no constraints whatever, what would be
the nature of an ideal institution to accomplish our purpose?"
There is no absolutely right or wrong way to undertake and proceed through the
chaordic design process, but typically the following pattern is observed with
organizations:
• One or two sessions exploring the core chaordic concepts with a leadership or
initiating group: Groups and organizations should take time to assess the
relevance and "fit" of chaordic concepts and processes for their circumstances.
39
Having key participants consider and endorse a major change initiative is
essential if the effort is to have a serious chance of success.
• One or two sessions determining participants, developing resources and devising
a strategy for working through the chaordic design process: One or more months
of work are typically required to organize the resources and support that an
organizational development effort will need. This includes the development of
several dedicated teams with responsibility for project management and staffing,
outreach and communications, and organizational concept and design.
• A series of in-depth meetings, each several days in length, to work through each
of the six elements: Some elements, such as principles and organizational concept,
often take more than a single meeting. It is not uncommon for this series of
meeting to take at least a year, sometimes two, especially when dealing with
large, complex organizations or industries.
• Ongoing analytic and educational support for process participants: Issues
invariably arise that require more detailed research or attention by a special team.
Research on industry-specific matters, or mapping potential participants and their
current relationships to each other, are examples. Legal analysis is often required.
• Chartering and implementation: Our aim is to create a dynamic, evolving
organization. Yet implementation of the new concept can take several months. In
the case of existing organizations seeking to transform themselves, a careful
strategy for the transition from one structure to another must be created. When a
new organization is being formed, it may take some months for individuals and
other institutions to elect to join and participate.
2.2.5. Learning Organization
2.2.5.1. Purpose, Definitions, Participants, Principles of Practice
Purpose
A learning organization is a particular vision of an enterprise that has the capacity
to continually enhance its capabilities to shape its future (MIT Enterprise Forum, 1995).
40
Definitions
Lexicon of Learning Organizations involves the words those are used commonly
but because language is one of the most powerful tools of Learning organization, this
dictionary gives deeper sense for them. More definitions of other words can be get from
www.solonline.com (Society of Organizational Learning Web Page, August 2001).
Learning: (1) These Chinese characters represent the word "learning." The first
character means to study. It is composed of two parts: a symbol that means "to
accumulate knowledge," above a symbol for a child in a doorway. (2) The second
character means to practice constantly, and it shows a bird developing the ability
to leave the nest. The upper symbol represents flying; the lower symbol, youth.
For the oriental mind, learning is ongoing. "Study" and "practice constantly,"
together, suggest that learning should mean: "mastery of the way of self-
improvement." (Peter Senge) (3) The roots of the English word for learning
suggest that it once held a similar meaning. It originated with the Indo-European
leis, a noun meaning "track" or "furrow." To "learn" came to mean gaining
experience by following a track-- presumably for a lifetime. (Art Kleiner)
System: A system is a perceived whole whose elements "hang together" because they
continually affect each other over time and operate toward a common purpose.
The word descends from the Greek verb sunistánai, which originally meant "to
cause to stand together." As this origin suggests, the structure of a system
includes the quality of perception with which you, the observer, cause it to stand
together.
Examples of systems include biological organisms (including human bodies), the
atmosphere, diseases, ecological niches, factories, chemical reactions, political
entities, communities. industries, families, teams -- and all organizations. You and
your work are probably elements of dozens of different systems (Art Kleiner).
41
Systemic Structure: Some people think the "structure" of an organization is the
organization chart. Others think "structure" means the design of organizational
work flow and processes. But in systems thinking, the "structure" is the pattern of
interrelationships among key components of the system. That might include the
hierarchy and process flows but it also includes attitudes and perceptions, the
quality of products, the ways in which decisions are made, and hundreds of other
factors.
Theory, Method, Tool: By the term "theory," I mean a fundamental set of propositions
about how the world works, which has been subjected to repeated tests and in
which we have gained some confidence. The English word "theory" comes from
the Greek root word theo-rós, meaning spectator. This derives from the same root
as the word "theater." Human beings invent theories for the same basic reasons
they invent theater--to bring out into a public space a play of ideas that might
help us better understand our world.
It is a shame that we have lost this sense of the deeper meaning of theory today.
For most of us, theory has to do with "science." It suggests something cold,
analytic, and impersonal. Nothing could be further from the truth. The process
whereby scientists generate new theories is full of passion, imagination, and the
excitement of seeing something new in the world. "Science," as Buckminster
Fuller often said, "is about putting the data of our experience in order."
New theories penetrate into the world of practical affairs when they are
translated into methods and tools. "Method" comes from the Greek méthodos-- a
means to pursue particular objectives. It gradually evolved into its current
meaning: a set of systematic procedures and techniques for dealing with
particular types of issues or problems.
New theories penetrate into the world of practical affairs when they are
translated into methods and tools. "Method" comes from the Greek méthodos-- a
42
means to pursue particular objectives. It gradually evolved into its current
meaning: a set of systematic procedures and techniques for dealing with
particular types of issues or problems.
Participants
Learning organization concept has found its place in every aspect of life. It is
adaptable to every kind of organization.
Principles of Practice
Guiding ideas for Learning Organizations (Senge, Kleiner, Roberts, Ross and
Smith, 1994):
1. Primacy of the whole: Relationships are more fundamental than things, and that
wholes are primordial to parts. The identity of a thing exists only in the function
and design of the whole. What makes a thing cannot found in the parts.
2. The community nature of the self: Individuals are interrelated with community.
As a matter of fact self is nothing. The properties of an individual are described
by the entities covered him.
3. The generative power of language: Whenever we articulate what we see, our
language interacts with our direct experience. The generative power of our
language produces something based on our experiences, which may very different
than the others. As a matter of fact there is no ultimately correct definition of that
thing.
2.2.5.2. Key Characteristics of Learning Organization Work
Senge, Kleiner, Roberts, Ross and Smith (1994) defined the core of learning
organization work in their book; “The core of Learning Organization Work is based upon
five “Learning disciplines”- lifelong programs of study and practice:
43
• Personal Mastery – leading to expand our personal capacity to create the results
we most desire, and creating an organizational environment which encourages all
its members to develop themselves toward the goals and purposes they choose.
• Mental Models – reflecting upon, continually clarifying, and improving our
internal pictures of the world, and seeing how they shape our actions and
decisions.
• Shared Vision – building a sense of commitment in a group, by developing shared
images of the future we seek to create, and the principles and guiding practices by
which we hope to get there.
• Team Learning – transforming conversational and collective thinking skills, so
that groups of people can reliably develop intelligence and ability greater than the
sum of individual members’ talents.
• Systems Thinking – a way of thinking about, and a language for describing and
understanding, the forces and interrelationships that shape the behavior of
systems. This discipline helps us see how to change systems more effectively, and
to act more in tune with the larger processes of the natural and economic world.”
The essence of “learning organization” is constituted by deep learning cycle
(Figure 9). The development is not only new capacities but also fundamental shifts of
mind, individually and collectively. Above disciplines are the means by which this deep
learning cycle is activated (Senge, Kleiner, Roberts, Ross and Smith, 1994).
Figure 9 - Deep Learning Cycle (Senge, Kleiner, Roberts, Ross and Smith, 1994)
DOMAIN OF ENDURING
CHANGE (DEEP LEARNING
CYLCE)
Attitudes and beliefs
Skills and capabilities
Awareness and sensibilities
44
1- New Skills and Capabilities: Learning cycle is operating when the things
can be doing could not do before. The skills and capabilities are fall into three
natural groupings.
1. Aspiration: The capacity of entities in organization orients because they
truly care about and changes because they want to.
2. Reflection and Conversation: The capacity to reflect on deep assumptions
and patterns of behavior, both individually and collectively.
3. Conceptualization: The capacity to see larger systems and forces at play
and to construct public, testable ways of expressing these views.
2- New Awareness and Sensibilities: As new skills and capabilities develop,
the awareness and sensibilities will change.
3- New Attitudes and Beliefs: As new awareness and sensibilities changes
attitudes and beliefs start to change.
2.2.5.3. Characteristics of Learning Organization
The characteristics of Learning Organizations can be extracted from five
disciplines. In their book, Senge and his colleagues (1994) make everybody feel free to
define their own learning organization characteristics. A learning organization builds
collaborative relationships in order to draw strength from the diverse knowledge,
experience, capabilities, and ways of doing things that people and communities have and
use (Addleson, 2001). So collaborative relationships, continuously learning, sharing
knowledge, experience and capabilities can be defined as main characteristics.
2.2.5.4. Design Process
Senge, Kleiner, Roberts, Ross and Smith (1994) declared that there is no specific
design process. At the end of the design process five disciplines should be reached. But
they defined starting point “Guiding ideas for learning organization start with vision,
values and purpose: what the organization stands for and what its members seek to
create” they also defined some of the entry points: Personal to share vision, systems
study, current reality (self-assessment), starting at the top, chronic problems,
infrastructure review, through a total quality effort.
45
Senge (1990) articulates five prescriptions for his vision of learning organizations:
1. Foster an environment conducive to development of personal visions
2. Foster an environment conducive to development of a shared vision
3. Surface, test and improve casual maps
4. Promote team learning
5. Adopt systems thinkings
Figure 10 - Learning Organization Evaluation Process (Senge, Kleiner, Roberts, Ross and Smith, 1994)
Smith defined some steps for corporate planning in the same book:
1- Personal Vision: In planning process, giving personnel to explain their
personal vision.
Implicate (generative) order
DOMAIN OF ENDURING
CHANGE (DEEP LEARNING
CYLCE)
Attitudes and beliefs
Skills and capabilities
Awareness and sensibilities
DOMAIN OF ACTION
(Organizational Architecture)
Guiding Ideas
Theory, methods and tools
Innovation in Infrastructure
Results
46
2- Shared Vision: During the explanation of personal visions, share vision
can be extracted.
3- A Map of Current Reality: Analyzing current reality of organization.
4- How Do We Close The Gap?: After defining the current reality and shared
vision, it is time to find ways to close the gap.
5- Choice and Implementation: Choosing the most appropriate way and
implementing it to achieve shared vision.
And in the implementation process testing and reconstructing the map can be
added to the steps.
Implicate order is where everything is enfolded into everything. Although there
isno tangible evidence of its existence, Senge and his colleagues infer this level. The
tangible levels are starting from Deep Learning Cycle. This has an interaction with
domain of action (organization architecture). In this domain, guiding ideas, innovation in
infrastructure and theory, methods and tools are corners of a triangle. Ultimately
whatever is learned is judged by results (Figure 10).
2.2.5.5. Enablers
Learning organizations are open for all kind of enablers those facilitate to continuously
learning. TQM enablers can also be considered as Learning Organization enablers.
Organizational learning usually focuses on traditional human resource enablers (Robey,
Wishart and Rodriguez-Diaz, 1995)
Information Technology as an enabler has four critical roles, Organizational
Memory, Knowledge Acquisition, Information Distribution and Information
Interpretation. But it is also important that the restrictions come with IT to learning
organizations. If IT is designed for single loop learning, it contradicts with the generative
learning – principle of learning organization-. So information systems should be designed
to support double loop inquiry (Malhotra, 1996).
47
2.2.6. Other Methodologies and Approaches
It is not easy to find information for all methodologies but the followings are
worth to mention in order to see different or improved approaches.
2.2.6.1. Culture-Building
Culture-building is a set of tools that offers the help managers to build productive
work cultures that attract, develop and retain talented people. It is focused on human
processes in organization rather than work processes. It does not neglect the importance
of work processes but their focus is just human processes (Culture-building Web Site,
August 2001).
2.2.6.2. Six Sigma
Six Sigma is the disciplined methodology of defining, measuring, analyzing,
improving, and controlling the quality in every one of the Company's products, processes,
and transactions with the ultimate goal of virtually eliminating all defects. It is a
methodology that is well rooted in mathematics and statistics.
Characteristics of Six Sigma (Figure 11) (Swinney, 2001):
1- Customer focus: Customer is in the center and all outputs should meet the
needs of customer. And it is very critical to understand customer needs at a very
detailed level.
2- Data Driven: To identify input, process and output areas for improvement, data
is necessary.
3- Robust Methodology: Data is not enough to understand customer needs and
solve business problems. There is a need for methodology for defect definition,
measurement, analysis, improvement and control. Those are utilized to
standardize improvement processes and maximize business productivity.
48
1
Customer Focus�
2
Data Driven�
3
Robust Methodology�
Six Sigma�
�
Figure 11 - Sig Sixma Characteristics (Swinney, 2001)
Design Process (Waddick, 2001):
1. Define Phase:
1.1. Ready team
1.2. Identifying customers and high impact characteristics
1.3. Developing team charter
1.4. Mapping business processes
2. Measure Phase:
2.1. Identifying key measures
2.2. Planning data collection and executing it
2.3. Displaying/Communicating Process Variation
2.4. Calculation Performance Baseline
3. Analyze Phase:
3.1. Data and process analysis
3.2. Root cause analysis
3.3. Quantifying the gap/opportunity.
4. Improve Phase:
4.1. Generate (and test) possible solutions,
4.2. Select the best solutions
4.3. Design implementation plan.
5. Control Phase:
5.1. Document and implement monitoring plan
49
5.2. Process standardization
5.3. Document procedures
5.4. Establish and deploy response plan
5.5. Transfer of ownership (project closure).
5.6. Integrating and Institutionalizing Improvements, Knowledge and
Learnings
2.2.6.3. Business Transformation
Business Transformation is a methodology that is based on BPR and Business
Innovation but make differences in its focus. Business transformation is focus on
enterprise that enterprise is transformed according to new economy’s products and
markets.(Hartman, Sifonis, Kador, 2000). It transforms business by envisioning the
future, modeling today, gap analysis and migration plan (Tapscott, 1995).
2.2.6.4. CRM – Customer Relationship Management
CRM is a strategy that focuses on customer relationship and learns more about
customer’s needs and behaviors in order to develop stronger relationship with them. In
order to have a stronger relationship, many communication channels open with customer
like call center, web page, mail etc.
“Customer relationship management (CRM) is a business strategy to select and
manage the most valuable customer relationships. CRM requires a customer-centric
business philosophy and culture to support effective marketing, sales, and service
processes. CRM applications can enable effective customer relationship management,
provided that an enterprise has the right leadership, strategy, and culture (Thompson,
2001).
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2.3. Comparison of Methodologies
Methodologies are compared with their properties and their design processes. At
first look, BPR, Process Innovation and CRM are more structural initiatives. But this
does not mean they neglect the human dimension. They also include the human
dimension in their methodologies. All these approaches are well aware the importance of
the human. BPR, Process Innovation and CRM’s main enabler is IT. Although BRP and
Process Innovation have not got any significant program, CRM has its software packet
that supports its methodology. TQM, Chaordic Organization and Learning Organization
approach are more cultural initiatives. Of course, these methodologies neglect the
structural approach. Because TQM is the oldest one, many tools and techniques has been
developed for the structural side, similar to BPR. Learning Organization is concentrated
on the human. The human will initiate the change process and diffuse it through the
organization. Chaordic Organization is candidate for ideal methodology. It has got many
experiences from other methodologies and has updated itself based on a high degree of
principles, new tools and techniques.
Properties of change methodologies are compared under nine headings (Table 1):
1- Level of Change: TQM, Chaordic and Learning Organizations have incremental
level of change. As mentioned before these are mostly focused on the human,
that’s why the change process of human culture needs time. BPR/Process
Innovation and CRM have radical level of change. Structural change can
implement radically in an organization. Their change processes will mostly
enabled by IT, high technology should get feedback quickly because the
technology looses its actuality rapidly.
2- Starting Point: There is very close relation with the level of change and starting
point. Methodologies that have radical level of change start from a clean slate, but
others that have incremental level of change start from existing processes.
3- Frequency of Change: Methodologies that have radical level of change, change
the organization for once. But others are continuous except TQM. Because TQM
is the oldest one also affected by BRP/Process Innovation.
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4- Time Required: Except TQM, all methodologies take long time to implement.
5- Participation: All methodologies require the participation of top management. But
mostly human focused methodologies also adopt a bottom-up approach.
6- Typical Scope: TQM and Learning Organizations’ scope are within functions.
BPR/Process Innovation and CRM have cross-functional scope. CRM also has
scope of all related organizations like Chaordic Organizations.
Table 1 - Comparison of change methodologies
7- Risk: TQM, Chaordic and CRM have moderate risks up to the project. BPR/
Process Innovation has high risk. Learning Organization approach has low risk.
8- Enablers: Main enablers were considered that’s why some enablers are not
checked on the comparison table for each methodology or approach. This doesn’t
Met
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Action Research Model � � � � � � � � � � � � � � � � �
Process Innovation / BPR � � � � � � � � � � � � �
Total Quality Management � � � � � � � � � � � � � � � �
Chaordic Organization Design � � � � � � � � � � � � � � �
Learning Organization Design � � � � � � � � � � � �
Customer Relationship Management � � � � � � � � � � � � � � � � �
52
mean that those methodologies do not use unchecked enablers. BPR/Process
Innovation and CRM use IT as a main enabler. Chaordic Organizations also uses
IT as an enabler. TQM and CRM use statistical control as main enablers. Human
enablers are used by all methodologies, but of course human focused
methodologies mainly use these enablers to the greatest extend. Architectural
enablers are mentioned in the BPR/Process Innovation and CRM methodologies.
All methodologies certainly use training.
9- Type of Change: All enablers create cultural and structural change in an
organization. None of them neglect one of these types of change. While
BPR/Process Innovation and CRM mostly focus on structural change, others
mostly focus on cultural change.
The design processes of these methodologies are very similar (Table 2). First,
every methodology starts with taking the commitment and support of top management.
Following steps are:
1- Problem, Mission and Vision Definition: All methodologies define the problem in
the first step. After that they define the mission and vision of organization and
change initiative.
2- Snapshot of Current Situation: After the mission and vision are defined, it is time
to define the current situation of resources and processes. Depending on the
methodology, these resources can be trained, upgraded or replaced. In CRM, this
phase is defined with “Customer-centric Planning”. Although there is not
significant declaration, this step should be done in order to pass next step for
CRM.
3- Future Position of Organizations: Information about the current situation let the
methodologies to design new processes according to mission and vision of the
organization. All methodologies define this step.
4- Implementation phase: It is time to start to change the organization.
5- Test: This step is defined for all methodologies except CRM.
53
Table 2 - Comparison of design steps of change methodologies
Organizational change process is also very similar for all organizations and
methodologies (Figure 12). First of all, there is a need for change. This is a business
problem. A business problem may be competition, changing business environment, new
economy, changing people or many others. When an organization decides to change, it
has to supply these inputs to the process: Knowledge, time, material, people and finance.
These inputs are necessary for a successful change initiative. In changing process, many
of the organizational change process can be used. As mentioned above their steps are
very close. If changing process were successful to change the organization, output will be
an organization that addressed its problems and changed itself. Outcome of this process
will be the promise of the organizational change processes. These may be customer-
oriented organization, process-oriented organization, learning organization, chaordic
organization or many others.
Development Steps
Action Research Model
BPR / Business Transformation TQM
Chaordic Organization
Learning Organization CRM
Problem, Mission and Vision Definition
Scouting/ Entry
Envision/ Initiate
Preparation and
Awareness
Purpose / Principles
Personal Vision / Share Vision
Customer Centric
Planning
Snapshot of current situation (AS IS)
Data Collection /
Data Feedback / Diagnosis
Diagnose / Monitor Start up Participants A Map of
Current Reality
Future position of organization (TO BE)
Action planning Redesign Transition Organization
al concept Close the gap
Redifining roles and
responsibilities
Implementation on Phase
Action implementat
ionImplement Consolidati
on Constitution Choice and implementation
Re-engineering
work / supporting
with softwareTest "Theory of Business Constantly"
Evaluation Monitor Maturity / Refocusing Practices
Testing and reconstructing
the map
54
Figure 12 - Change process
55
2.3.1. Convergence of methodologies
Although they are change methodologies, do not they change themselves?
The most argued methodology, BPR changed dramatically since it was invented. In 1993,
Hammer and Champy applied value engineering to the system to bring forth, sustain, and
retire the product, with an emphasis on information flow (Dean). Because it was
fashioned too much and created too many disappointments, it is argued in many aspects.
First it seemed as a job-cut methodology and did not focus on human processes, it had
very bad reputation. Just three years later, Hammer improved, refined and extended his
thinking in his book. Today, BPR changed itself from past experiences and it also focuses
on human processes. Similarly, other methodologies and emerging methodologies
analyze all other methodologies’ experiences and change themselves. In Chaordic
Organization Principles, change was declared dramatically “Have the right to self-
organize at any time, on any scale, in any form, for any activity consistent with the
purpose and principles” (Chaordic Commons, 2001).
Pereira and Aspinwall (1997) indicate the similarities between BPR and TQM in
their work:
Davenport (1993) pointed out that the quality movement, in which statistical process control (SPC) is a powerful tool to control and stabilize variation, originated process thinking, and was one of the roots of BPR.
In fact, the literature is almost unanimous in recognizing that TQM and BPR share a few common features: both focus on processes; both start with the customer's needs and work backwards from there; and both recognize the importance of teamwork. Nevertheless, Davenport (1993) and Hammer and Champy (1993), among others, also highlighted the main differences between the two approaches:
• Usually, quality programs work within the framework of a company's existing processes and aim at achieving their continuous incremental improvement. BPR, on the other hand, looks for radical breakthroughs (Davenport, 1993; Hammer & Champy, 1993).
• BPR is an intensive top-down effort that requires continuing top management leadership and support. TQM, once built into the organization culture, can go on working without much daily support from management (Hammer & Champy, 1993).
• BPR places considerable emphasis on exploiting IT (Information Technology) opportunities, while in TQM programs the focus is on
56
automated systems for collecting data and controlling process variation (Davenport, 1993).
Pereira and Aspinwall continue to observe that different methodology defendants
may misunderstand methodology concepts. “Despite the broad concept of TQM (focus on
customer satisfaction, continuous quality improvement, extension of quality improvement
techniques to all functions and levels in the organization, teamwork and participative
decision-making), most of the BPR defendants understood TQM as a management
methodology that focuses on making continuous, incremental improvement and
minimizing variation of existing processes” (Pereira and Aspinwall, 1997).
It is possible to see that some researchers, writers or consultants analyze other
methodologies with their existing properties. Tapscott’s comparison of Quality,
Reengineering and Business Transformation considers initiative approaches of
methodologies (Tapscott, 1995).
Boaden (1997) emphasized the convergence of methodologies. She indicated the
hardness of definition a methodology: “Attempting to define TQM is like shooting at a
moving target. As it is more widely practised, and other initiatives emerge, the emphasis
on different aspects changes. The current emphasis on process focus may reflect the
relative impact of the BPR 'movement'.”
Converging of methodologies may result in new methodologies. Robey, Wishart
and Rodriguez-Diaz merge BPR with Organizational Learning. In their research, they
offer a design model (Figure 13).
Methodologies and approaches are rooted similar sources. Every methodology or
approach mainly focuses on different aspects of the organization or offers different
techniques. Those methodologies or approaches are converging to a single change
methodology.
57
Figure 13 - BPR as a component of organizational learning
2.4. Enabling Information and Communication Technologies
The world is changing from an industrial economy based on steel, automobiles
and roads to a new economy built on silicon, computers and networks (Tapscott, 1995).
Information society, knowledge society or national global information infrastructure has
been introduced as a national or global strategy for economic growth and competition.
Most of today’s organizations emerged in an era of relatively high communication costs,
limited computational capability, and related constraints. IT has great power to reduce the
costs of coordination, communication and information processing. That causes a deep
restructuring in the new economy (Brynjolfsson and Hitt, 2000). The new economy is
called information economy, knowledge economy, e-conomy or digital economy.
Whatever the new economy or new society are named, growth based on ICT (Information
and Communication Technology), uses information or rather knowledge as a key
resource (Tapper, 1998). In this context, as we can also identify convergence between
communication and information technologies through digital Esperanto, we will use the
term ICT to cover both. Within the framework of this thesis, the term IT is used
interchangeably with ICT.
Computers were first adopted at 1950s and since then Information Technology
has played critical role in business. Increasing computer power and new information
technologies gave many changes to increase productivity and decrease costs. Between
1950s and 1960s, IT is restricted to transaction processing. The development of database
technology gave birth to MIS (Management Information Systems). When personal
Assessment of current memory: Identity Causal Maps Organizational Routines
Learning objectives: Statement of desired and necessary changes in organizational memory
Business Process Reengineering: Data gathering Analysis Specification of role for information technology
Design new business processes Compare with leading objectives
Revision of organizational memory: Revised entity Revised causal maps Revised routines
Planning Design Implementation
58
computers appeared on the desktops and they became connected to local networks, and
later wide networks, IT started to become a strategic tool for business. Strategic systems
dominated 1980s.
During the same period, it was found that IT did not increase productivity as
expected in business according to some researches (Thurow 1991, Roach 1988, Loveman
1988, Baily and Chakrabarti, 1988). These results were understandable because both
most of the research on IT investment and business performance has been highly
anecdotal or case-study-based and companies’ investments were not for improving
processes or innovating new processes.
Tapscott (1995) indicated new economy’s emerging themes different from the old
one. He classified new themes into twelve different categories and gave examples of new
organizational structure and technology. The emerging themes of digital economy are:
1- Knowledge: Knowledge became critical element of all activities. Knowledge
technologies, expert systems, artificial intelligence, MIS are information
technologies that enable to get and use knowledge.
2- Digitization: Almost every component of old economy is becoming digital.
When something is digital, it is possible to apply IT. Money, means of payment,
medium of exchange is also becoming digital.
3- Virtualization: Physical things are becoming virtual. Corporations, government
agencies, teams are becoming virtual and they are accessible over IT.
4- Molecularization: Hierarchical structures are changing to molecular structures.
5- Integration/Internetworking: All related parts of a thing are becoming
connected each other. This connection is most of the time based on IT.
6- Disintermediation: Elimination of intermediaries in all activities. Elimination of
brokers, agents, some retailers… Integration of all related parts eliminates
unnecessary parts.
7- Convergence: Key economic sectors – computing, communications and content –
are converging.
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8- Innovation: Continuous innovation in both processes and products are key
success factor for new economy.
9- Prosumption: The gap between consumers and producers blurs in a number of
ways. Consumers become involved in the actual production processes with new
tools offered by IT.
10- Immediacy: The new economy is real-time economy. Speed is very critical for
consumers. IT enables real-time processes.
11- Globalization: Knowledge is not restricted by boundaries. As knowledge
becomes key resource, there is only a world economy. It is not important what
location a book is purchased for a consumer on Internet, as long as its price,
delivery time and value-added activities are good enough.
12- Discordance: Massive social contradictions are arising. Those who have not
access to Internet, do not have knowledge, do not have a place in new economy
will have hard times in new economy.
IT has critical roles in all themes of the digital economy. This makes IT a
powerful enabler in addition to its traditional role as supporter. Enabling refers to
enabling newly designed business processes through technological developments as
never before. We would not be able to perform electronic commerce at this scale were the
World Wide Web not available.
Organizations that want to survive and grow in today’s business environment
should deal with the competitive pressures like globalization, time-based competition,
increased market risk, and greater emphasis on customer service and cost reduction
(Rockart and Short, 1989). In parallel to these competitive pressures, business
environment is becoming very complex. Organizations should be flexible and adaptive in
order to survive today’s environment (Malone and Crowston, 1991). Organizational
flexibility can be defined in terms of “vulnerability” and “adaptability” (Malone and
Smith, 1994). Effective use of IT in business can decrease vulnerability by reducing cost
of expected failures and enhance adaptability by reducing the cost of adjustment
(Malhotra, 1993).
60
Changes in IT lead to evaluation of technology-intensive organizational structures
(Malone and Rockart, 1993). If IT is tailored to support existing processes, the benefit
from IT investment will not be as expected. This was the failure of IT investments before
1990s that most of the companies invested in IT for their existing processes. It was then
seen that process improvement and process innovation are the best way to get greater
value out of IT expenditures. No wonder nowadays not only consultants (aligning IT with
Business Processes, Cutter Consortium) but also vendors emphasize proper design (and
redesign) of business process even before using a network management software
(Example OpenView of HP).
IT initiatives create new opportunities for companies. For example, selling goods
on the Internet to world without opening shops in all countries is very great opportunity
for companies. But organizational change is required to support this business. In this
sense, IT initiatives triggered process changes of organizations leading to desired
economic outcome (Figure 14).
Figure 14 - The IT Process-Productivity Relationship (Davenport, 1993)
Wang (1997) identified that IT enabled organizational change has three stages:
Knowledge Link, Transaction Link and Business Alliance Link. Organizations first
experience knowledge link. In this stage, knowledge workers learn advanced IT like
office automation, client-server database and sophisticated software both inside and
outside of the organization. In Transaction Link, organizations realize that they should
change their processes according the support of IT. At the last stage, Business Alliance
Link, organizations expand its all processes to other related entities to get full advantages
of IT. The outcome of the migration is a mixture of a hierarchy of supervisory relations
Information Technology Initiatives
Process Change
Economic Outcome
61
and networks of work teams in the organization. This new dominant form of organization
functions with the support of IT.
IT is used as primary enabler in most of the change methodologies. IT is a
dominant enabler, because its great impact on business. Changes in ICT can cause deep
impact on business environment and force all business entities to adapt to change. The
internet is very good example of this kind of change. During the Internet revolution,
many organizations went out of business, many organizations changed themselves
radically or organizations never existed before have entered into the business world.
Although IT is a dominant enabler in change, IT cannot change processes by
itself. Both technical and human enablers should be carefully utilized to achieve change.
IT covers other enablers and affects them in the process of change. A process design
should be enabled, not driven by, a particular change lever. So processes should be
designed before investigation enabling technology or systems (Davenport, 1993).
IT as an enabler comes with some opportunities but also some constraints.
Davenport classified IT opportunities for process innovation into nine different categories
(Table 3).
Table 3 - The impact of Information Technology on Process Innovation (Davenport, 1993)
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IT can impose constraints for change. Existing systems are the main constraints of
IT. Most of the time, organizations realize that they have invested so much into IT
systems that it has become very hard to give them up and install new systems according
to new processes.
We will now focus on the developing countries and particularly on Turkey to try
to identify some key points that we have to take into account in our change initiative at
KPL.
2.4.1. Information Technology in Developing Countries
As a powerful tool to transform societies, IT has impact on developing countries
like breaking down traditional communication patterns forming the social and cultural
fabric of many traditional societies. Not enough research has been done for impact and
the changing effects on the developing countries those have many challenges.
Introduction of sophisticated IT often has a destabilizing effect on the basic economic
and socio-cultural structures of developing countries, especially in the short run (Roche
and Blaine, 1996).
The fundamental assumptions of IT like speed, efficiency, cost effectiveness,
numerical and statistical analysis power have contrast to traditional societies’ intrinsic
values. The users of these technologies have fundamentally different worldview than
their non-user counterparts. Other effects of IT on traditional societies are; IT enables
local users to easily communicate with users in other parts of the world; IT segments
society into user and non-user groups of these technologies; IT threatens the traditional
social structures and political institutions by encouraging the greater decentralization of
decision-making and expression of individuality.
Unemployment in specific industries are directly linked with the introduction of
IT, like Computer Aided Design or Computer Aided Manufacturing take the place of
some technical workers. That’s why IT attracted reactions from the workers of
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developing countries who face great unemployment problems. Although IT has an effect
of widening the employment resources, these resources require higher skills and most of
the time it’s rarely possible to find sufficient number of skilled employees in developing
countries.
As there is a high cost involved in establishing and maintaining the basic and
advanced ICT infrastructure required to support the change, some of the developing
countries are isolated from the global world. Many developing countries are faced with
satisfying basic social requirements such as food, education, health services, safe water,
roads, rail lines or airports. For these countries, investing capital in IT infrastructure
means that less funds will be available to provide essential, basic goods and services.
Developing countries have many challenges like revenue cannot be collected on
time; current resources and demand for those resources cannot be determined so planning
for future demand is almost impossible; statistical analysis of survey data (if any) are
mostly published after several years; personnel records are inaccurate and inconsistently
duplicated in several institutions; information is not available even to government offices
desperately needing it, and even if some data can be found, they are mostly paper-based.
This contradicts the very definition of information related to correctness, completeness
and timeliness; and consequently without information, managers cannot make appropriate
decisions (Mundy, 1996).
Organizations such as International Telecommunications Union (ITU), United
Nations Educational, Scientific and Culture Organization (UNESCO), Intergovernmental
Bureau for Informatics (IBI), and International Bank for Reconstruction and
Development (IBRD, World Bank) have a critical role to play in promoting the
international diffusion of technology, particularly where market forces are ineffective.
As a matter of fact most of these organizations have not designed their
organization systems to cope with IT. That’s why they have not shown much success
with the diffusion of IT in the world. ITU may be regarded as the most successful one,
64
because it succeed the development of computer communication systems, study,
clarification and adoption of many technical standards and management of the radio
spectrum required by the adoption of communication satellites.
Mundy (1996) concluded that IT in the public sector of developing countries does
not help to better control scarce resources and to provide accurate information for
managers and administrators. Especially in 1980s, international organizations donated IT
equipment to developing countries to improve resources allocation and planning in the
public sector. But this made developing countries more dependent to developed ones,
because developing countries have not got adequate resources for major areas of IT like
personnel, training, software and hardware. Mundy (1996) offers that developing
countries should implement appropriate policies while using IT in their public sectors and
although some of the IT investments are donated, they should be handled carefully.
Foreign investment has important role in infrastructure development in
developing countries. The limited success of national and international organizations
have forced countries to use market-based mechanisms since 1980s. These caused greater
reliance on international and domestic capital markets and foreign investment to finance
investments in infrastructure such as the privatization of state-owned enterprises. But
these market-based solutions have come with two major problems. One of them is the
effect of borrowing on macro economic situation of developing country; the other is
social issue like equal access rights to and pricing of essential services.
Lopez and Vilaseca (1996) define steps to prepare an information technology plan
for developing countries:
1. Include information technology as part of its overall economic development plan.
2. Identify and analyze its global competition. Within this context, identify areas
where an information technology plan can provide support the country’s
economic development.
3. Identify and analyze emerging technologies. Conduct a thorough evaluation of
alternative technologies and their perspective costs. Utilize this information as
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part of the evaluation whether to adopt the complementary or replacement
approach for the country’s technology.
4. Ensure that the selected technology platform adheres to a standards alliance.
5. The technology plan must consider social, political and financial as well as
technological impacts.
They emphasize that it is not possible for a developing country to leapfrog from
developing to first tier status. Even if the developing countries can acquire the best
technology available, political, social and economic factors will be limited the
development process. Effective national ICT strategies should creatively combine
country’s own competencies in scientific, technological, and management fields related
to ICT and recombine these strengths with externally available technologies, information
and knowledge resources. Effective national ICT strategy depends on the capability to
assess strengths and produce or use ICT according to development goals (Mansell and
When, 1998).
2.4.2. Organizational Change in Turkey
Turkey is a country that has a strategic place between Europe, Asia and Middle
East with young population. The total area of Turkey is 780,000 square kilometers and
the total population in 1997 was 62,865,574 (State Institute of Statistics, 2001).
History of Change
When time frame since the decline age of Ottoman Empire to today is considered,
many change initiatives can be found. Although there was renaissance and reforms in the
western society, Ottomans believed that the most advanced system of western would be
worse than the current one in Ottomans. This belief was shattered when the economic
recession started. After this failure, Ottoman intellectuals began hostility towards their
own system and become admirer of the western system. That’s why the change initiatives
were called “becoming European”, “becoming Western”, and “achieving contemporary
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civilization level”. With those expressions, phrases like “reform”, “improvement”, and
“modernizing” were also used.
One of the most popular word is “reform” literately means improvement. It can be
concluded that the most of the change initiatives in Turkish Society was improvement.
Ataturk, the founder of Republic of Turkey, had managed a revolution in a transition
process from Ottoman to Turk.
Titiz (1999) defined the general characteristic of Turkish reform initiatives. These
initiatives were started because of an emerged situation instead of being proactive.
According to his definition of barriers to change process includes one-true approach,
average qualification of people, economic situation and degenerated institutions.
Ozgen and Olcer’s (1996) research on resistance to organizational change in
industrial enterprises defined the behaviors and reactions of managers and employees.
Attitudes and reactions to the change is at least in three categories:
1. Acceptance and Support
2. Indifference, endurince
3. Resistance
There are possible attitudes and reaction in the Table 4.
Turkish Organizations and Organizational Change
When organizational change initiatives are examined in Turkey, government
organizations are considered most of the time. Private enterprises are rather new in
Turkey. Although there were many private organizations in the history of Turkey, most
of the critical productions were done by government organizations.
A research on Turkish private organizations’ corporate citizenship showed that
these organizations have a high degree of adoptability of corporate citizenship
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implementations (Kusku and Ercek, 2000). Also Olmez’s thesis on rationality of
organization in Turkey showed that there is a significant difference between the Turkish
and the foreign organizations and relatively small differences between government and
private Turkish organizations. It is also interesting to note that the multinational
organizations in Turkey work more effective than other Turkish organizations.
Rationality is evaluated on the dimensions like efficiency, calculability, predictability and
control. Government organizations are the worst ones in terms of these criteria. Private
organizations have a better position but compared with the foreign organizations, one can
also identify significant differences (Olmez, 2000).
INDIVIDUAL’S GENERAL ATTITUDE
REACTIONS TO CHANGE
ACCEPTANCE • Desire to voluntarily help each other • Assist to process • Assist under the pressure of
management • Being passive
TO BE INDIFFIRENT TO CHANGE • To be indifferent to change • Do not show any interest to change • Do only what is ordered • No learning
PASSIVE RESISTANCE • Do nothing if possible • Slow down the work • Do wrong on purpose • Malfunction
ACTIVE RESISTANCE • Sabotage • Resignation
Table 4 - Reactions to the change and attitude of the individual (Ozgen and Olcer, 1996)
Ozgen and Olcer’s (1996) findings include information on Turkish organizations
in change process:
• Most of the change initiatives take more than 6 months.
• Although top management has important role in the change process, there is a
lack of expert personnel or technical consultant on organizational change.
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Functional departments have restricted role in the change processes. Only 28.1
percent organizational change is offered.
• 56.25 % of organizational change initiatives are managed by a mixed group
from both inside and outside of the organizations. Remaining initiatives are
managed by an inside group. There is no initiative managed by a consultant or
a group of consultants.
• 59.4 % of the organizational change initiatives have a change plan.
• 40.79 % of the organizational change initiative is announced by oral or written
orders, 59.21 % is announced by in-service training. This shows an important
problem that 40 % of the organizations have not got sufficient in-service
education system and this has a negative impact on organizational change
process.
• The possible reactions to change process are envisaged before the initiative is
started in 62.5 % organizations.
• Most of the organizational change initiatives had negative reactions. Only
40.6 % positive reaction (acceptance) occurred. The remaining reactions are
15.6 % being indifferent; 43.8 resistance.
• Managers’ opinions on the reasons to resistance are given in Table 5.
Reasons to resistance Number of
attendees %
Resistance is the nature of human 11 23.91 Havenot got sufficient information 8 17.39 Fear of being unsuccessful 7 15.22 Habit 6 13.04 Indefiniteness and lack of confidence 6 13.04 Economical and social losses 5 10.87 Unions 3 6.53 Total 46 100
Table 5 - Reasons of managers' opinions on the resistance to organizational change
• The age distribution of resisting personnel is as: 14.3 between 26 and 35; 57.1
% is between 36 and 45; 28.6 % is between 46 and 55. There is no resistance
from the personnel younger than 26 years old.
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• The relationship between the education and the resistance of personnel is as:
35.8 % is graduate of elementary school; 7.1 % is graduate of high school; and
57.1 % is graduate of college.
• Managers’ opinions on the employee’s participation level of the change
process are: “change decision level” is 10.51 %; “change planning level” is
36.85 %; “change initiating level” is 26.23 %; “change implementation level”
is 26.32 %.
• Solutions to resistance to organizational change given in Table 6.
Solution Method to Resistance Number of enterprise
%
Education and communication 13 28.89 Participation 12 26.67 Establishing confidence 10 22.23 Supporting personnel 5 11.11 Using personnel 2 4.44 Bargaining and agreement 2 4.44 Other methods 1 6.53 Concession - - Threat and pressure - - Total 46 100
Table 6 - Methods used to solve the resistance problem of organizational change
• 65.6 % of the managers believe that it is necessary to establish a unit that is
always responsible to organizational change. The remaining does not think
that such a unit is necessary.
Bassoy (1998) defined the reasons that prevent the effectiveness, productivity and
quality. These are:
• Development plans and yearly plans are not prepared realistically and are not
applicable.
• Central authority
o Financial resources: Tax system is not equitable.
o Personnel regime
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• Accumulated needs
• Fast growth population
• Disorganized settling and population movements
• Geographical regions and climate differences
• Political impact on government
• Lack of control on government
• Political instability
• Social insensitivity
Triggers of change in Turkey
Although there are many barriers and problems in Turkey, there are also some
triggers of change. These triggers have great impacts on current organizations so that
many taboos like political, individual or a group’s self-interest can be broken. These
triggers are:
• Crisis: Crises are seen as a problem every time they occur. But in Turkey,
they can also be seen as opportunity for understanding problems and taking
radical decisions against the causes of those problems. If Turkey is in
relatively good position, people are insensitive to problems, but in times of
recession or economic crisis, people try to understand problems, blame
politicians they elected and demand for solutions. At the end, politicians take
radical decisions like closing down financially failed government banks,
reducing the number of government cars dedicated to managers, forcing some
public organizations to become more effective and privatize commercial
public enterprises.
• Natural Forces: For example, the habitat of Turkey is available for dense
settlement, most of the population live in the crowded cities. There are many
risks like earthquake or fire in a city. Apartments constructed without any city
planning made living very hard in the cities. Although both land and sea
transportation is available, for example, traveling in Istanbul, with over ten
million people, is like intercity traveling. Initially, it seems impossible to
71
demolish the buildings and restructure the city with a plan. But the earthquake
in 1999, where at least 30,000 people died, forced people to obey building
standards and city planning. Now people are more sensitive than before, and
this forces local government to do a city planning.
• International Pressure: There is lack of standards, policy, qualified
resources, planning and many management related problems in Turkey.
Global actions, standards and tendencies affect Turkey. Although there was no
tendency and many barriers for change in the government structure, change is
brought about in this government because of international pressures. When
there is a need for credit from World Bank or International Monetary Fund
(IMF), Turkey is required to change procedures and even laws not compliant
with the international standards. For example, for being part of European
Union, the governments are forced to take actions regulated by European
Union (decrees) like improving the justice system, implementation of
standards, and regulating political system.
Turkey has a great potential, a strategic place and young population. First of all,
qualification problem of population is very critical. Lack of knowledge-skills, mental
skills, psychological health and ethics make development difficult, moreover, lack of
these qualifications in the management of Turkey makes development almost impossible.
The system does not tend to grow or accommodate quality people. As a result, Turkey is
in the Medium Human Development Countries according to classification of the OECD
(OECD, 2001).
2.4.3. Enabling ICT in Turkey
Many of the visible problems in enabling ICT are due to infrastructure problems
in Turkey. Ownership of a personal computer and access to Internet is so low that giving
business services on Internet may not be so profitable (Table 7). But most of the
computer owners’ and Internet users’ income is in the middle-high and high class. Aşkar
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concluded that increasing the ICT usage does not regulate the wealth distribution and ICT
usage is very much related to income and education (Aşkar, 2000). ICT expenditures as a
percentage of GDP (Gross Domestic Product) is between 2 and 3 at 1997, which a lot low
than the developed countries like United States (nearly 8 %) or New Zealand (over 8 %).
1997 (%)
2000 (%)
Television Receiver 96.1 97.1 Fixed Telephone 81.8 86.9 Cellular/GSM 10.1 50.2 Personal Computer 6.5 12.3 Internet 1.2 6.9 Digital Television Service --- 4.2 Cable Television Service --- 10.9
Table 7 - Ownership of ICT in Turkey (Askar, 2000)
Bensghir (1996) performed a research with the Top 100 IT investors of 1994. 89
organizations responded to the survey. 49 (59 %) organizations were public organizations
and 34 (41 %) were private organizations. A similar research was conducted by IDC
(International Data Corporation) at 1997. There were 26 public and 138 private
organization who answered the survey. Bensghir’s and IDC’s research is based on year
1996 data. Bengshir’s research is preferred because there are more data on public
organizations and her approach to ICT is based on organizational change.
IT personnel consisted of nine classes. These are data entry operator, system
operator, network operator, application programmer, system programmer, database
manager, system designer, system analyst, project planner and controller. IT personnel
ratio to total personnel ratio was generally less than 24 % (Table 8).
Ratio Frequency Percentage No Response 22 26.5 Less than % 1 20 24.1 % 1 - % 24 28 33.7 % 25 - % 50 2 2.4 More than % 50 11 13.3 Total 83 100
Table 8 - IT Personnel Ratio to Total Personel (Bensghir, 1996)
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Organizations’ computer systems were combination of personal computers (PC)
and legacy systems (Table 9).
Frequency Percentage No Response 22 26.5 Personal Computer - - Middle Size System 10 12 Middle Size + PC 17 20.5 Big Size System 15 18 Big System + PC 19 23 Total 83 100
Table 9 - IT Systems of Organizations (Bensghir, 1996)
Most of the Organizations (89.7 %) have computer networks.
Percentage
No network 10.3
LAN 21.8
WAN 33.3
LAN + WAN 34.6
Total 100
Table 10 – Network Systems (Bensghir, 1996)
Organizations use manual, mechanic, magnetic and online communication
channels in their communication through the organization and outside the organization.
61.4 % of the organizations use online channels in the organization and most of them are
private organizations. The following communication channel is combination of online
and magnetic communication. This kind of communication is mostly used by public
organizations. Communication with outside of the organization is done mostly by
combination of magnetic and online communication channels. Public organizations use
this channel more than private ones. Banks and insurance companies mostly use this
channel. Construction and manufacturing organizations mostly use mechanic/manual
channel.
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This information shows that top 100 IT investor companies give necessary
importance to IT personnel and communication and they achieved a good level.
Almost half of the organizations 49.4 %) perform their tasks with combination of
IT and manual procedures. 39.8 % of organizations use only IT. Most of the private
organizations use 67.6 %) only IT. Although they installed IT, most of the public
organizations use both IT and manual systems. Construction, manufacturing, bank and
insurance organizations only use IT.
The main reason for not establishing an MIS (Management Information System)
is because the lack of expert personnel. Polatoglu’s research (Polatoğlu, 1994) on
computer usability in public organization also supports this assertion. The following
reasons are incapability of current MIS and lack of information on MIS (Table 11).
Frequency (Percentage)
1 2 3 4 5 6 Total
Public 7 (21.2) 5 (15.2) 17 (51.5)
3 (9.1) 9 (27.3) 11 (33.3)
33 (100)
Private 4 (33.3) 2 (16.7) 5 (41.7) 3 (25) 1 (8.3) 1 (8.3) 12 (100)Total 11
(24.4) 7 (15.6) 22
(48.9) 6 (13.3) 10
(22.2) 12 (26.7)
45 (100)
(1) Not having enough information on systems. (2) Top management negative approach to systems. (3) Lack of expert personnel to establish systems. (4) Believe that systems are not useful. (5) There is not any database that supports MIS. (6) Insufficiency of current MIS in presenting necessary information to management.
Table 11 - Reasons to not establish MIS (Bensghir, 1996)
When the problems faced while establishing MIS are analyzed, most of the
problems are due to requirements for new software, skilled personnel and definition of
correct and complete needs of users (Table 12).
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Frequency (Percentage)
1 2 3 4 5 6 7 Total
Public 25 (53.2)
38 (80.9)
39 (83.0)
11 (23.4)
26 (55.3)
21 (44.7)
35 (74.5)
47 (100)
Private 21 (61.8)
28 (82.4)
24 (70.6)
4 (11.8)
21 (61.8)
7 (20.6)
19 (55.9)
34 (100)
Total 46 (56.8)
66 (81.5)
63 (77.8)
15 (18.5)
47 (58.0)
28 (34.6)
54 (66.7)
81 (100)
(1) Insufficient hardware. (2) Need for new software. (3) Need for skilled personnel. (4) Could not get necessary support form top management. (5) Problems occurred while defining the correct and complete user needs. (6) Users negative behaviors against standards and procedures. (7) Need for IT personnel and users training.
Table 12 - Problems faced while establishing MIS (Bensghir, 1996)
There are few organizations, which have expert systems. Most of them have data
processing systems. IT is used somewhat as decision support system in only 33.7 % of
the organizations (Table 13).
Ratio Frequency Percentage Data processing system 81 97.6 MIS 57 68.7 Decision support system 28 33.7 Management support system 29 34.9 Expert system 6 7.2
Table 13 – Systems in use (Bensghir, 1996)
Organizations support management processes with IT at different levels. These
levels are:
• Routine processes
o Accountancy – record: Keeping records of accountant information
o Payroll – Salary Calculation: Calculating payroll and salaries. This
can be automated by calculating them according to information
gathered from system.
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o Waybill – invoice preparation: Waybill and invoice preparation
can be done by system, then users just fill the necessary
information and get the waybill or invoice for customer.
o Work order preparation: Work orders can be done on networks like
Internet.
o Order preparation: An order may include a composite product.
When an order is get by organization, the information can pass the
teams those will prepare the different parts of product.
o Budget preparation: Sections of organization fill budget forms on
the information system, this process reduces the workload and time
required.
o Money deposit and draw: System can be integrated with a bank’s
system and money related transactions can be done automatically.
o Document preparation – record – distribution: Documents can be
prepared, recorded in a document bank and distributed the
relatives.
• Semi-routine processes
o Stock control: Organization’s stock can be tracked online. Whole
processes related the stock can be automated.
o Personnel performance control: When processes supported with
information systems, it give possibility to analyze the performance
of personnel.
o Quality control: Quality control points can be automated.
Information systems give opportunity to define the deficiency
points synchronously.
• Ad hoc processes
o Human resource management: IS can track the workload and
support decisions by providing necessary information to manage
human resources.
o Material planning: Material can be planned by system when a
decision is taken. For example when management decide to open a
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new section in a different location, system can define necessary
material needed to establish that section.
o Budget planning: When priorities in the budget process defined
detailed, an information system can plan the budget according to
the needs. Past data can be used in this process.
o Capital planning: Long term and short term need for capital can be
defined by information system.
o Sales planning: Sales ratios can be tracked and the strategy can be
supported.
o Production – work programming and planning: According to
resources and desired production the work program can be planned
by system.
o Quality planning: According to quality control results, system can
offer a quality planning to increase quality.
o Settlement planning: Settlement can be planned according to
changing requirements and resources.
o Warehouse planning: All material and their locations in the
warehouse can be tracked by system.
o Financial management: Financial transactions can be managed by
system according to financial rules defined by users.
o New capital investment: System can calculate the necessary capital
and give orders for new capital investment.
o Distribution planning: Distribution of products can be planned
according to priorities.
o New product planning: A new product can be developed on the
information systems.
o Research – development:
Most of the organizations support routine and semi-routine processes at least at
the middle level. Private organizations have middle level support at ad hoc processes
(Table 14).
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Routine
Processes Semi-Routine Processes
Ad Hoc Processes
Public 2 2 1 Private 3 2 2
(1)Not any support (2)Middle level support (3)High level support
Table 14 - IT supported process levels (Bensghir, 1996)
It is also important to see the support levels according to fields of the
organizations (Table 15).
Routine
Processes Semi-routine Processes
Ad Hoc Processes
Bank and Insurance 2 2 2 Technical Public Service
Organizations 2 2 1
Ministry Service Unit 2 2 1 Construction and Manufacturing 2 2 2 University 2 2 1 (1) Not any support (2) Middle level support (3) High level support
Table 15 - IT supported process levels according to fields of organizations (Bensghir, 1996)
Experiences show that most of the government ICT acquisition is done not based
on the correct and complete requirements assessment but because of management fads.
As the managers of the organizations gain appreciation for investing in technology are
appreciated, others follow them. When these investments require change in organizations
processes, both management and employees are against these technologies. That’s why
most of the time ICT (investment) is not a tool for change but a goal.
There is also a myth of “automation” in Turkey. Uninformed managers or IT staff
who are desirous in investing in ICT claim that they automate their processes. But they
just support current inefficient processes and make them clumsier, making the same
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mistakes faster. As it is mentioned before although they have opportunity use only IT,
nearly half of the organizations use combination of IT and manual processes.
When the decision makers about the IT investment are semi-IT-literate, they
search for the one quick fix. This is a universal human failing. Because today’s managers
are brought up without IT oriented strategies, they do not need information as much as
old management tools (Drucker, 1995). That’s why they hope or desire that IT should
solve all the problems related to management.
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CHAPTER III
A CASE STUDY: CRIMINAL POLICE LABORATORIES
3. A CASE STUDY: CRIMINAL POLICE LABORATORIES
3.1. Case Study Design
KPL (Criminal Police Laboratories) was chosen to investigate how organizational
change can be enabled with information technology in a scientific-public organization in
Turkey. The approach is also defined in this chapter because the approach and the
intervention in the case itself evolved together.
The initial steps of KPL’s organizational change initiative were similar to a
learning organizations approach (Senge, 1990, 1994). There was already an
organizational change initiative, which was at “A Map of Current Reality” Level (Figure
15). Several tools and techniques were used to define current reality of KPL. After
understanding the problems and challenges of KPL, an enabler was needed to solve these
problems and overcome the challenges. The enabler was a workflow system called
LAWOFS (Laboratory Workflow System). LAWOFS was applied at the choice and
implementation steps. LAWOFS was implemented twice to enable organizational change
at different steps. This was part of an approach called “Trojan horse”. New processes and
software were implemented. After the results were tested, the processes and software
were refined and implemented again.
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Open-ended interviews were done with users and a participant observer joined the
change and IT implication processes to understand the effects of the system on
organizational change.
Figure 15 – KPL Case Approach and Tools and Methods for Change Process
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Data Collection Method
KPL’s internal publications were used to collect information about the
organization (number of staff, mission, vision and structure). KPL’s own change
initiative and LAWOFS related documents were used to collect data about the change
process and the implementation of LAWOFS. Interviews with personnel from different
sections and roles were carried out to understand the effects of the system. In this way,
the ideas of users who have different roles were included.
Case Study Database
Because KPL is a part of a security agency, only non-confidential sample
documents (diagrams, flowcharts, information on KPL, software requirements
specification, software design document etc.) were kept in a case study database. The
answers of the interviews were kept in an MS Excel 2000 file.
3.2. Description of The Case: Criminal Police Laboratories
Criminal Police Laboratories (KPL) is a scientific public organization that
provides forensic expertise services to Law Enforcement Agencies (Police, Gendarmerie,
Coast Guard and Customs Office), Courts and Public Prosecutors in Turkey. It is a
department under The General Directorate of Security of The Ministry of Interior. It
consists of one central and eight regional laboratories.
KPL has a very good reputation in forensic science in Turkey. This reputation is
mainly due to the fact that it has not been involved in any corruption cases so far and it
uses only scientific techniques in its duties.
There was no mission, vision or strategic goal definition before implementation.
Hence, the team started with formal definition and documentation to be agreed by the
management and organization.
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As a department of Turkish National Police (TNP), KPL is a discipline based,
hierarchical organization. The impact of scientific work made command and control
discipline more flexible than the other departments of TNP.
There are nearly 500 personnel in the KPL. Almost 150 of them are in the central
laboratory. Although the classification is not formally defined, personnel can be grouped
into 5 roles; managers, experts, assistants, technicians and administrative staff. Managers
are experts who have generally worked for over 15 years. The Police Academy is an
important human resource for Ballistics and Questioned Document Sections. Different
universities provide human resources for Chemistry and Biology Sections. The Bomb
Disposal Section’s human resource are current employees of Turkish National Police.
Civil personnel cannot affect the organizational culture. Most of them resigned
after gaining experience. Police-originated personnel do not tend to resign because they
have valuable and scarce skills not needed outside the organization. Almost every staff
member concentrates only on daily work. Although they complain about the system,
salary and management, they prefer the status quo and resist change. Except for the
university graduates, none of the personnel even, managers, experts, technicians and
administrative staff have a formal education or training relevant to their work.
When KPL is compared to other Departments at TNP, it is realized that KPL has
some critical differences. The most important difference is KPL management is rarely
influenced by political instability in Turkey. This situation is realized from the length of
working period of Department Presidents of The Turkish National Police. KPL Presidents
have the highest average of working length at TNP. There are several reasons this
protects KPL’s management from political instability. First of all, it is KPL’s written
regulations; KPL’s President should be a KPL expert according to those regulations. This
means that any manager who may become president at KPL will know the mission,
vision, culture and values at KPL. That’s why the services and products (expertise
reports, tests…) are produced based on scientific facts. It is not possible to change these
results if there is no corruption.
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KPL is also one of four departments at TNP which have a different budget system
called an “open budget system”. The Turkish State Planning Institute realized the critical
position and successful budget policy at KPL and gave this privilege to KPL several
years ago. This privilege gives KPL a more flexible purchasing policy than other
departments at KPL. But this doesn’t mean that KPL is not influenced by the general
fiscal problems of The Turkish Government. KPL has a high budget for investments, so
that it does not have a financial resource problem for the acquisition of tangible
equipment including computers, whereas it has financial support problem for (intangible)
services like education, service, consultancy and research.
History of IT in KPL
The IS Unit was first established in August 1996 by staff at KPL. Although, they
did not have any education in IS. They were just curious about computers and had been
using computers for the last 5 years. Being information literate was sufficient to make
them valuable personnel and founders of the IS section of such a scientific organization
(Figure 16).
The First investment in IT mostly focused on hardware, because they did not have
any information about information system services and there were very few and old
model computers in KPL. The process was “buy a new one for the center, send older
computers to regions”. This policy is no longer implemented and every year KPL sends
brand new computers to regions.
In 1997, The KPL Information Bank was put into service. The Information Bank
was a web page consisting of some useful information about KPL and personnel’s
research and studies. In a networked environment, this application took the attention of
personnel. But it was not so interactive to attract visitors everyday. The IS Unit was
facing computer failures, because the personnel were getting new ideas about computers
and the operating system was prone to failure.
85
Figure 16 - Timeline of KPL Organizational Change and IT Policy
In 1998, The KPL Information Bank was moved to another web interface
including more useful information. The investment in hardware was increased so that in
1998 more computers were bought than during the two preceding years. Spring of 1998
was important term for KPL’s IS Unit. Two members attended a lesson at METU
Informatics Institute and realized that they lacked information about IS services. During
this lesson they developed ideas about IS and more importantly they realized that IS had
to be used in a strategy to develop organizations. In the fall of that year The Chief of The
IS Unit was admitted to METU Informatics Institute and this led the organizations’ IT
policies to a more strategic platform.
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1999 would be a more active year than before. Three new members, two of them
being skilled in programming, attended the IS Unit. The Unit consisted of two experts,
two assistants and two technicians. The operating systems were standardized, security
systems were established and then the computer failures decreased. In the same year they
attended a one-month course on workflow programming environments, Lotus Notes, and
they developed a project. After that project a demo version of LAWOFS was put into use.
As the technical personnel left the project, the developed software was not used
throughout the organization. All budgets were cut due to the major earthquake and only
restricted funds were used for hardware. No new funds were available for the first version
of LAWOFS.
In 2000, more complicated tasks from the IT standpoint were handled. First
software engineering outsourcing was done in June, 2000. The Chief of The IS Unit was
now more experienced in software engineering and was ready to start the design of the
First Version of LAWOFS. The software development effort started in parallel with
analysis done by The Learning Group (a group consisted of experts dedicated to change
initiative part time at KPL). Learning Group also supported formal definition of the user
requirements for different sections. The Second Version of LAWOFS was launched in
2001 January in Ankara KPL.
2001 passed dealing with the problems of LAWOFS. Reactions to the system
were not because of the engineering work behind the software but because of the
functions of LAWOFS. The Learning Group and The IS Unit were fighting opponents of
the system. The IS Unit had to keep system online for 24 hours. At the end of 2000, an
electronics engineer joined the IS Unit. There was no specialization in the IS Unit until
that time. The problem, which may be related to hardware, software or the system, would
try to be defined and fixed by all members. After the arrival of the electronics engineer,
three groups were established; a software project group; a system group, and the
hardware problem-fixing group. The Project Group was responsible only for keeping the
LAWOFS online. The System Group improved current network systems and planned a
virtual private network for all KPLs. At the end of 2001, all KPLs will be connected
87
online. One member of the project group also started to study quality control which was
important for the usage of LAWOFS. Four personnel were relocated to establish the
quality group in August 2001.
3.3. Organizational Change and Enabling ICT in KPL
As KPL’s work is based on scientific experiments, high level management at TNP
usually do not intervene with KPL’s management. Although this is a successful position
compared with other departments at TNP, KPL’s Top Management believed in the need
for change and supported it. This change initiative is done with ICT which was very new
for most personnel at KPL. The most important thing in this change initiative is many
KPL experts consider results successful while there are several studies that showed
similar initiatives in Turkey failed most of the time (Bensghir, 1996, Ozgen and Olcer,
1996). So it is important to analyze:
• The reasons that forced a successful organization to change
• The change process and approach, techniques used
• The ICT implication, LAWOFS and its enabler effects on organizational
change
• The problems that occurred during these change initiatives
3.3.1. The Reasons That Forced a Successful Organization to Change
Although KPL is considered a successful organization in The TNP and Justice
System, the management needed a change of organization. This decision is very risky for
a President whose organization is already considered successful. But factors behind this
decision are very important so that management can take the risk. The triggers of change
in Turkey were defined in Chapter II. Crises and international pressures were important
triggers for change at KPL.
Crises; It was clear that KPL’s success wouldn’t last forever with its old system.
There were two factors that would cause a crises at KPL. First, although this laboratory
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system was used in other criminal laboratories around the world, the most advanced
laboratories started to change to more accurate, more reliable systems while moving to
structured education, standardizing the processes and assuring quality and controlling it.
KPL was using the very best equipment in the world, but the laboratory system was not
the best. The second reason for a crises is increasing demand. Because The Turkish
Justice System passed to the new evidence based approach, TNP and other clients of KPL
increased their demands for more complex and miscellaneous analysis of evidence.
KPL’s processes were designed for only a limited type of analysis.
International Pressure: Globalization showed its effects in scientific areas. KPL
was already aware of international criminal laboratory organizations and their efforts but
integration with them was almost impossible in both the bureaucratic government system
and the political situation of world. But international pressure mainly orienting towards
the European Union gave KPL management an opportunity for such integration and this
required a change in laboratory practices and facilities.
But the crises and international pressures were not the only triggers for change.
There were many motivators for change (Akcam, 1998). These were:
• Other TNP Departments, who realized the importance of scientific work, tried
to intervene in KPL’s expertise area and opened similar sections like
“Criminal Techniques”.
• The policies of other criminal laboratories in Turkey forced KPL to change.
For example, although it is very new and not so capable as KPL, all Gendarme
Units are satisfied with the KPL services, Gendarme Criminal Laboratory
opened new laboratories and tried to take national and international projects
already in KPL’s services. The Forensic Medicine Laboratories argued about
roles, responsibility, scientific capability and accreditation of KPL. Although
these laboratories have old-fashioned systems and methods and similar
expertise areas with KPL, they argued about the reliability of KPL services
(Akcam, 2001).
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3.3.2. Approach, Methods and Techniques Used
The problems were known to most of the personnel and they realized the need for
organizational change. But there was no knowledge on how a change initiative would be
done. It was impossible to work with independent consultants because of the purchase
system of TNP. KPL was also inexperienced in such kinds of activities.
Major organizational change methodologies are defined in Chapter II. KPL’s
change initiative is compared to them and it is realized that The Learning Organization
Approach is the most similar methodology implemented at KPL. The steps of change
initiative at KPL are:
1. Personal Vision
2. Shared Vision
3. A Map of Current Reality
4. Closing the gap
5. Choice and Implementation
6. Testing and reconstructing the map
Personal Vision
KPL’s Chief of Information Systems Unit developed
his personal vision during his education at METU’s
Informatics Institute (Figure 17).
Figure 17 - Steps of Personel Vision
Shared Vision, Support of Top Management
While the personal vision is shared through the organization, it was realized that
most of the managers, experts and other personnel had same vision and contributed new
ideas. A presentation called “Future Strategies for Criminal Police Laboratories” was
Personal Vision
METU Informatics Institute
Master Program
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presented to top management in 1998 (Akcam, 1998). See
Appendix E for the presentation plan. After the presentation,
most of the managers supported the approach. Some reacted
negatively and claimed education of employees would give
them the opportunity to leave the organization and transfer to
others. After that presentation, top management took no
action. At the end of 1999, The Vice President supported The
Chief of The IS Unit in establishing a group (Learning
Group) that would facilitate development efforts at KPL
(Figure 18).
Figure 18 - Steps of Shared Vision
A Map of Current Reality and Learning Group
The Learning Group, consisting of personnel with entrepreneurial skills from each
section, was established on December 22nd, 1999. All personnel were young and had no
more than three years experience except for a manager from The Questioned Document
Section. Choosing young and entrepreneurial personnel was negatively reacted to by
others especially from seniors. The reason for such young personnel was that they were
completely agreed on basic principles, problems and solutions. Most of the time, seniors
accepted problems but did not agree on the solutions. They were looking for an increase
in salaries without an increase in qualifications, which was impossible to do. There were
a few examples of such technical organizations in The Turkish Government. Other public
organizations were offering a better salary but their personnel qualifications were very
high: minimum language level, graduate of a well-known and competitive university, and
high grades. Most of the KPL personnel did not have such qualifications. The only way
to increase personnel qualifications and success was for The State to provide adequate
compensation.
The Learning Group started their studies on December 22nd, 1999 with a
presentation that explained its mission, vision, and goals. Their mission was “to start
Shared Vision
Presentation to top management
Support from top
management
Waited for action from top management
Action from Vice
President
Learning Group
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necessary change and development to lead the laboratory to where it should be in the
future and develop and start necessary projects for change”. There was no vision because
vision would appear during the projects. The goals were; working hard, being very
successful, non-stop learning, working in one of the best
laboratories in the world, being one of the best in the world
and change and development. There was a question: “Why
bother?”. What kind of things would motivate the group?
The answer was a variant of Fifth Discipline (Senge, Kleiner,
Roberts, Ross and Smith, 1994). There were four problems
defined:
• There are no mission and vision so personnel
have not got a goal
• There are no standards
• Personnel System
• Education System
and solutions were offered in the presentation (Learning
Group, 1999). Although this group called themselves the
“Learning Group”, when the products appeared, the group
was called “The Development Group”.
After the general problem definition, defining the
current reality of KPL began. There were no procedures, no
standards and no formal structures for sections. Not only
sections of different areas were different but also the same
sections of different laboratories were different from each
other to. Start with the analysis of the central laboratory was
the only option.
Figure 19 - Steps of Mapping Current Reality
A demo version of Laboratory Workflow System (LAWOFS) was developed in
the summer of 1999 before these analyze started. Two members of the IS Unit and a
A Map of Current Reality
IS implication
(LAWOFS-Demo)
Lack of Management Support for LAWOFS
Lack of IS Unit
capacity to maintain LAWOFS
Definition of problem
by Learning Group
Definition of current reality
No previous standards
No Expert on process analysis
Not any possibility for consultancy
Reactions and
resistance for change and learning group
Internal workshops SADT, DFD, ARIS
KPL Process Book
92
computer engineer worked together and they developed a software based on their
analysis. Before the product was launched, two members of IS Unit left the project. One
of them left for a master program in the U.S. and other transferred to another laboratory.
So The Demo Version of LAWOSF was developed without maintenance. The analyses
were insufficient and the system covered only expertise processes. This experience
showed the chaos in the processes of KPL. After the system was launched, other section
managers were asked in writing by the President to use the system but there was no
action. Only The Questioned Document Section used that system, because the manager
was a proponent and advisor of the system.
Software engineering and organization related lessons at METU Informatics
Institute made it possible to start such an analysis. Structured Analysis and Design
Technique (SADT), dataflow diagrams and Architecture of Integrated Information
System (ARIS) were used during the analysis. There was only one person who was
familiar with these tools. He started giving lessons to two personnel from each section at
the central laboratory. Most of these personnel were experts in forensic analysis but not
in process engineering. It was expected that they would show an analytical approach, but
most of the time this approach was developed during education. Personnel started to
make their analysis first with SADT. After that all processes were drawn with data flow
diagrams; then ARIS was used. The analysis steps were:
1- Education in process analysis
2- SADT – Context Diagrams
3- SADT – Level 1 Decomposition
4- Dataflow diagrams of processes
5- Modeling with ARIS
During the analysis of processes, team members modeled their ideal processes,
(not the current ones, many times, and these were finally fixed after discussions. They all
complained about the indefiniteness. The result was a book of processes and procedures.
The group was inexperienced, and so they did not understand that these were only
expertise processes; There were no management and support processes in that book.
93
Closing the gap
After finishing with these processes, it was time to define the future processes.
The same group was assigned to that task. This time however the cycle started with many
problems. Although it was promised by top management that they would discuss their
results, team members complained they had no authority to
do this task. After they were convinced that they should
model future processes, it was understood that they had no
capacity or vision to do that task. Most of the personnel did
not have any idea about their future processes (Figure 20).
Figure 20 - Steps of Closing The Gap
Choice and Implementation
The Learning Group chose some areas for implementation. These areas were
personnel, education, research and development. There were sections at KPL assigned to
do these tasks. Because KPL focused only on expertise processes, these sections were not
working properly. These sections were only dealing with written orders sent by other
departments or The General Director. If an order included a complex task such as
preparing an education plan, the sections’ opinions were taken and then sent back. The
Learning Group performed the main tasks of these units.
During that process, there was collusion in roles and responsibilities. The chief of
The IS Unit and leader of the Learning Group was the same person. He was getting
permission for IS Units activities from his manager who is also Personnel, Education,
Budget, Research and Development Sections’ Manager, but not for the Learning Group’s.
Most of the activities of the Learning Group were intervening in other managers other
sections’ areas. This situation created some problems and reduced the efficiency of both
The IS Unit and The Learning Group. The KPL President noticed this conflict and
ordered that The IS Unit work under his supervision. Should this action not be taken by
Closing The Gap Problems for defining
new processes
Authority problems
94
the President, both The IS Unit’s and The Learning Group’s activities would probably
have ended.
The IS Unit concentrated on the First Version of LAWOFS which the Learning
Group also strongly supported. Detailed information about the First Version of LAWOFS
is presented in the next section.
While new members of The IS Unit were working on LAWOFS, The Learning
Group needed to compare KPL and developed countries’ crime laboratories. The Federal
Bureau of Investigation’s (FBI) Laboratory has a very good reputation. Attaché of FBI to
Turkey, who visited KPL and was so impressed, that he arranged a high level visit to
FBI’s Laboratory, The New York Police Laboratory and The Drug Enforcement
Agency’s Northwest Laboratory. Attaché of FBI to Turkey advised the President that the
members of the visiting group be comprised of young and entrepreneurial personnel. The
President and three members of The Learning Group visited those laboratories. During
this visit, they concluded that KPL had many natural advantages as described in the first
presentation done in 1998. The main differences between KPL and those laboratories
were those laboratories worked according to certain standards. Although personnel were
from very similar sources as KPL, they were more and formally educated and law
enforcement oriented resources were changing towards university-oriented resources;
their support sections personnel, education and research were functioning as planned.
The Learning Group established a plan for development. This plan included 5
main non-behavioral targets (Learning Group, 2000):
• Developing standards, being subject to continuous change
• Getting laboratory resources a good position
• Having international effectiveness
• Getting laboratory structure more effective
• Being an informative organization
These non-behavioral targets were constructed by behavioral targets.
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According to the plan, the learning group commenced the projects. The first
project was the Education System. Education steps were defined and the most important
one was “Basic Science Education”. Most of the experts were Police Academy originated
and had legal education but none of them had any science education, while KPL’s main
processes required graduates of science programs. After a hard process for the President,
he managed to convince a non-profit organization called “Empowerment of Turkish
Police” to fund this program. KPL signed an agreement with Middle East Technical
University’s (METU) Continuous Education Center (SEM) for the delivery of a custom-
designed training program, which started with language education in November of 2000.
In 5 months, a high attendance of personnel with high quality teachers program did not
achieve a significant improvement in the levels of personnel. Calculus and Physics
Lessons were started but attendance decreased from forty to eight in a fortnight. Although
the exams were easier than usual, the success of eight personnel was the average with.
Unsuccessful personnel blaming the Learning Group for the failure. They insisted that the
program was not well designed, instructors were not qualified and they did not have any
spare time for their families or themselves. The program had been designed through
recommendations of experts, however they were so unwilling and carefree that they did
not believe such an education program would be launched. The instructors were from
METU, which had always been known as the best state university in Turkey. Giving their
spare time to study instead of social activities was not so true as there were only 4 hours
of education on Saturdays, and 8 hours were done during daily work hours. The Learning
Group concluded that it would not be useful to continue “Basic Science Education”. This
experience showed that 80 % of personnel resisted learning at high standards, but there
was no option other than “Basic Science Education”. The Learning Group therefore
decided to use this budget for managers’ and instructors’ education and curriculum
preparation for technology-supported education on computer networks.
96
The second project involved the personnel system.
The Personnel System would be supported with a
performance measurement system. KPL had three
dimensions related to performance. These were expertise,
knowledge and activity. The Learning Group took opinions
of experts about performance measures and difficulty
levels of every activity, but most of them insisted that it
was impossible to measure performance. While they were
defending their ideas, some clues about the performance
system occurred. Experts preferred some kinds of tasks
over others. From this point, the Learning Group
established a performance system as a part of LAWOFS
whose details were determined by experts; yet the experts
did not accept that. Some managers even sabotaged the
system by not evaluating the performance or giving their
passwords to the administrative staff and letting them
evaluate it. Despite these problems, KPL had an idea about
the workload of its human resources for the first time.
Figure 21 - Steps of Choice and Implementation
Some other projects are KPL – METU collaboration including Forensic Science
Institute and Research Center, KPL – FBI collaboration, ISO (International Organization
for Standardization) certification, accreditation, promotion of KPL, revolving funds, a
handbook of KPL services, promotional compact disc of KPL services, architectural
redesign of the KPL buildings and a KPL web page.
During these projects, the resistance of personnel was becoming very hard to beat.
As resistance moved to unethical gossip, group members started to loose their motivation.
Although there was not any benefit expectation from this project for group members, the
response was very destructive. Members had psychological problems; one member
Choice and Implementation Learning Group takes
main roles of some sections
Conflict in Learning Group’s roles and
responsibilities
LAWOFS-First Version
Insufficient
KPL Process Book
Comparing KPL with other laboratories
Fish Bone Plan
Education Project and
Results
Performance Measurement System
97
resigned from KPL, one left the Learning Group and others felt very stressed about the
KPL.
Testing and Reconstructing The Map
While failures discouraged the Learning Group and
proponents of change, successes encouraged them. The
Learning Group was both worn down and experienced.
Despite the reality for change, personnel were in the mood
for great resistance, but this resistance weakened gradually.
Some opponents started to threaten to leave the organization,
something, which was not taken seriously by the
managements, so they began to accept the situation. Most of
the personnel were ready to adapt to the new system, because
they still had more benefits at KPL than in other
departments.
Figure 22 - Steps of Testing and Reconstructing The Map
The change process was tested and a new solution for change was developed
based on all these facts and experiences. During the change process, KPL get a limited
support from professionals while reconstructing the new map, KPL decided to accept
support from both professionals and academics. In this new change process, the whole
change process will be taken as a project and some KPL personnel who had a necessary
responsibility will be assigned to the project full time. KPL established a quality control
group and started to analyze the processes and planning to adapt the organization to ISO
17025 Standards.
Methods and Tools Used in The Integration of Organizational Change and
Information System
Testing and Reconstructing The Map
Test the change
process
Evaluate the change process
New approach with
the support of academics and professionals
98
The mission, vision and strategic goals of the organization were defined. It had to
be ensured that whole organization would go this way. There were no standards,
procedures or approach at the second step (Shared Vision) of organizational change
initiative. Every laboratory and section was changing their workflow systems based on
their needs, but these actions rarely ended with efficient workflows.
Figure 23 - An example of SADT Context Diagram for a Section
Some points should be targeted in the organization such as defining the basic
workflows, inputs and outputs. This was the “Mapping Current Reality Step”. In this step
SADT (Structured Analysis and Design Technique), DFD (Data Flow Diagram) and
ARIS (Architecture of Integrated Information Systems) were used.
The main reason to use SADT was to get an overall picture of the organization. In
this overall picture, inputs, outputs and the needs were defined (Figure 23).
BALİSTİK İNCELEMELER ŞUBE MÜDÜRLÜĞÜ LABORATUARI ATEŞLİ SİLAHLAR ve EKLERİ
ATEŞSİZ SİLAHLAR MÜHİMMATLAR
MÜTALAA İSTEKLERİ ATIŞ MESAFESİ ANALİZİ
KOVAN İNCELEME İHTİYACI
ATIŞ MESAFESİ TETKİKİ İHTİYACI
MERMİ ÇEKİRDEĞİ İNCELEME İHTİYACI
ATEŞLİ SİLAHLARI İNCELME İHTİYACI
F.M. ARŞİVİ OLUŞTURMA İHTİYACI
F.M. KAYITLARINI TUTMA İHTİYACI
BALİSTİK EKSPERTİZ RAPORLARI
BALİSTİK MÜTALAA BEYANLARI
RAPOR YAZMA İHTİYACI ATEŞLİ SİLAHLARA AİT
MÜHİMMATLARIN İNCELENMESİ İHTİYACI
MÜTALAA BEYANINDA BULUNMA İHTİYACI
ATEŞSİZ SİLAHLARI İNCELEME İHTİYACI
MUKAYESE MERMİ ÇEKİRDEĞİ ve KOVANI ELDE ETME İHTİYACI
BALİSTİK TESTLER YAPMA İHTİYACI
SİLAH BİLGİLERİNİ TOPLAMA İHTİYACI
BALİSTİK TESTLERİ RAPORU
İSTATİSTİK TUTMA İHTİYACI
MÜHÜRLEME İHTİYACI BİLGİSAYARA KAYIT
İHTİYACI
ARAŞTIRMA İHTİYACI
BALİSTİK İNCELEMELER ŞUBE MÜDÜRLÜĞÜİÇERİK ŞEMASI
99
Although it was believed that these diagrams showed the inputs and outputs of the
sections and whole organization, it was realized that most of the inputs and outputs were
neglected. The concentration for expertise processes was the reason for this mistake.
In the following step, these diagrams were decomposed into level one that shows
the relation between roles, inputs, outputs and needs (Figure 24). In this step, problems
occurred in roles. It was realized that the roles were personnel dependent. If one of the
personnel left the section, roles changed. Another problem was the responsibilities which
were not defined.
Figure 24 - An example of SADT Level 1 Decomposition Example for a section
In every step of these analyses, analysts who were forensic experts were confused
and disturbed about the indefiniteness of the processes; they were modeling their ideal
processes. When these were checked with other diagrams, invalid actions were being
defined. User level DFDs facilitated better understanding of the processes and every user
level DFD showed the relation between entities in that section (Figure 25). When those
diagrams were combined in one diagram, inconsistencies between analyses were seen.
İDARİ BÜRO
LABORATUAR TEKNİSYENİ
ASİSTAN
UZMAN
-İDARİ YAZIŞMALAR -ATEŞLİ SİLAHLAR -ARŞSİZ SİLAHLAR -ATEŞLİ SİLAHLARA AİT MÜHİMMATLAR -ATIŞ MESAFESİ İNCELEMESİ -MÜTALAA BEYANI İSTEKLERİ -TEKNİK KOMİSYON YAZIŞMALARI
GELEN İNCELEME KONUSU EŞYANIN KAYIT EDİLMESİ BİLGİSAYARA KAYIT
MÜHÜRLEME ve KONTROL
İNCELEME KONUSU EŞYALAR
-İNCELEME KONUSU EŞYALAR -EKSPERTİZ RAPORLARI
KAYIT YAPMA
İSTATİSTİK YAPMA
RAPOR YAZMA
MUKAYESE ATIŞI YAPMA
MUKAYESE KUTUSU YAZMA
SİLAHLARIN MEKANİK İNCELEMESİ
KOVAN , MERMİ ÇEKİRDEĞİ ve ATIŞ
MESAFESİ İNCELEMESİ YAPMA
ATEŞLİ SİLAHLARIN FİZİKSEL İNCELEMESİ
YAPMA
ATEŞSİZ SİLAH İNCELEMELERİ
YAPMA
BALİSTİK TESTLERİ YAPMA
SİLAHLARIN HUKUKİ ÇERÇEVELERİNİN BELİRLENMESİ ve
KATOLOG ÇALIŞMASI YAPMA
KAYIT DEFTERLERİNİ
TUTMA
-EKSPERTİZ RAPORU -EKSPERTİZ İNCELEMELERİ
-TEKNİK KOMİSYON RAPORLARI -İNCELEME KONUSU EŞYALAR - MÜTALAA BEYANLARI
-F.M. ARŞİVİNİ OLUŞTURMAK
-BALİSTİK TESTLER YAPMA
-6136 S.K. KAPSAMINDA
İNCELEME YAPILMASI
KANUN TASARILARI HAKKİNDA GÖRÜŞ
BİLDİRME
MÜTALAA BEYANINDA BULUNMA
-EKSPERTİZ RAPORLARI -İNCELEME KONUSU EŞYALAR -TEKNİK KOMİSYON RAPORU -MÜTALAA BEYANLARI
İDARİ YAZIŞMALAR
İNCELEME KONUSU EŞYA VE MÜZEKKERE
ŞUBE MÜDÜRÜ
İDARİ YAZIŞMALAR
BALİSTİK İNCELMELER ŞUBE MÜDÜRLÜĞÜ LABORATUARI
İŞ-İHTİYAÇ ÇİZELGESİ:
100
Every process was individually modeled with dataflow diagrams. Dataflow
diagrams showed data those flows between entities and office process diagrams gave the
opportunity to take of the full picture including all entities.
Figure 25 - An example of a user level DFD
All these analyze were put together in the “KPL Process Book”, which consists of
the roles, responsibilities and processes for KPL Central Laboratory. When these
processes were compared with regional laboratories, it was realized that every laboratory
had their own different roles, responsibilities and processes. After a period, when few
personnel were circulated, it was defined that the processes and roles were changed at
Central Laboratory too.
KPL management was not giving attention to the processes in the sections or
laboratories. All concentration was on the products of them, because the processes were
not well defined, it prevented to improvement or support with technology. Although the
BALİSTİK ŞUBE MÜDÜRLÜĞÜ İDARİ BÜRO
BALİSTİK LABORATUARI TEKNİSYENİ
BALİSTİK ASİSTANI BALİSTİK UZMANI
BALİSTİKTEN SORUMLU
BAŞKAN YARDIMCISI
GENEL EVRAK BÜROSU
BAŞKANLIK KALEMİ
BALİSTİK İNCELEMELER ŞUBE MÜDÜRLÜĞÜ
1.
1. ELDEN GELEN İŞLERE
2.
2. İNCELEME KONUSU
3. 3. İNCELEME KONUSUNU EŞYA
4. İNCELEME İÇİN
HAZIRLANAN EŞYA
4.
5.
5. İNCELME NETİCESİNDE HAZIRLANAN RAPOR
6. 6. İNCELEME NETİCESİNDE KONTROL EDİLEN RAPOR
7.7. İNCELEMESİ BİTEN EŞYA VE RAPORU
8.8. İNCELMESİ BİTEN EŞYA VE RAPOR
9.
9. ŞUBE MÜDÜRÜ TARAFINDAN PARAFLANAN VE BAŞKAN YARDIMCISI TARAFINDAN
PARAFLANAN RAPOR VE EKLERİ
10.
10. BAŞKAN YARDIMCISI TARAFINDAN
PARAFLANMIŞ RAPORA
11. 11. ÇIKIŞ İÇİN BAŞKANA RAPOR
BALİSTİK İNCELEMELER ŞUBE MÜDÜRLÜĞÜ
101
processes were defined at the end of the third step of change initiative, they were changed
before they were improved or supported with technology. A control and management
mechanism was needed to control quality of both improved processes and products. An
improved workflow system that was based on an information system was the solution to
those problems. LAWOFS enabled modeling and an enforcement of defined processes
and workflows.
LAWOFS were produced based on these problems. Although roles and
responsibilities were defined in the KPL Process Book, those were changed or not
sufficient to produce an information system.
A joint team of KPL analysts and software engineers of the contractor developed
a new version of LAWOFS according to IEEE standards. The KPL Process Book only
described the expertise processes for software engineers, but they should mainly focus on
administrative processes and their workflows. For three months, they worked with the
learning group to define the workflow of KPL. After this period, A Software
Requirements Specification Document of LAWOFS was produced. A sample diagram
defining the administrative processes of KPL is presented in Figure 26.
According to needs, LAWOFS were designed. The network topology was also
designed at Design Step of LAWOFS (Figure 27).
102
Evrak B. A.
İdari BüroŞube Müdürü
Dış Kurum
SEVK
CEV
AP
SEVK
ONAY
RED
C
EVAP
SEVK
Diğer Şubeler
CEVAP
PER
FOR
MAN
S
Grup
KONTROL-ONAY
KONTROL-RED
KAYIT-ARZ
KONTROL-ARZ
CEV
AP
SEVK
Figure 26 - A diagram example from Software Requirement Analysis of LAWOFS
103
İLDEKİ İÇ AĞ
İLDEKİ ŞUBELER İLDEKİ ŞUBELER
ANKARA İÇ AĞI
ANKARA FIRST DOMINO SERVER ANKARA ORACLE SERVER
VERİ AKTARIMI
ANKARA ŞUBELER ANKARA ŞUBELER BİLGİ İŞLEM
İLDEKİ ADDITIONALDOMINO SERVER İLDEKİ ORACLE SERVER
VERİ AKTARIMI
RE
PLİ
KA
SY
ON
RE
PLİK
AS
YON
Figure 27 – Network Topology Diagram at Design Document
At Design Step, an all workflow system was designed according to previous
analyses and supported with data dictionaries. These data-input relations were also shown
in the diagrams with workflows (Figure 28).
104
Dışarıdan gelen evrak, bürolar amiri yok
Dışarıdan gelen evrak( Genel Evrak Br.Amirliği )
İdari Büro4.2.1
4.2.1.'de kiBilgiler
girilecek
Şube Müdürü
SEVK
4.2.4 4.2.5
Ona
y ve
Red
4.2.4'de kibilgiler
girilecek
4.2.5'de kibilgiler
girilecek
İdari Büro4.2.1Red
Düzeltilen evrak
İade
4.2.3 dekibilgileri girer
ve genelevrağa iade
eder
İdariBüro4.2.3
İdari Büro4.2.2
Sevk
4.2.2 ve7.1.1.2'de ki
bilgilergirilecek
Gurup4.2.9
4.2.9'da kibilgiler
girilecek
Şube Müdürü
Ona
y ve
Red
4.2.74.2.8
Düzeltme için Asistana iade
4.2.7Baskı için
Onay4.2.6
ListeTablo 7.1
Liste ?Tablo 14BLS 1-7
bilgi girişi
4.11.1'de kibilgiler
girilecekListe ?
Liste ?
Figure 28 - A diagram example of Design Document
105
Lotus Notes Database system was very different from the relational databases.
That’s why it was preferred to show database and workflow relations in state diagrams.
At Figure 29, the states are in the boxes. States were changing depending on the
workflows.
14
79
89
99
14
DİĞERŞUBE
YE
SEVE
KET
SE
VK
ET
DİĞ
ER
ŞU
BE
YE
SE
VK
ET
16
ARŞİV
LE
DİĞ
ER
ŞU
BE
YE
SE
VK
EVRAKDATABASE'İ
GÖNDERENŞUBE
DATABASE'İEkspertiz
Gorevlendirme
2
4,13
ŞU
BE M
ÜD
ÜR
ÜN
E
16E
VR
AK
B. A
. GÖ
ND
ER
GÖNDERİLENŞUBE
DATABASE'İ
DİĞER
ŞUBEYE
SEVEKET
DİĞERŞUBE
YESEVE
KET
EVRAK B.A.GÖNDER
DigerSubeyeSevk
EkspertizGörevlendirme
GelenEvrak
Figure 29 - A State Diagram from Design Document
106
Getting Ready for Enabler: Trojan Horse Approach
Although the Learning Group and IS Unit were inexperienced in the implication
of such an enabler, it was clear that many problems would occur. Almost all personnel
were not information literate. This enabler would control and replace almost whole
processes and in case of any failure the work in the organization will stop.
The system was so critical that in case of any failure, the pressure against the
program would increase. That’s why the system should integrate very carefully with the
current system, rather than replace it and at least improve it. There was an approach
developed called “Trojan Horse Approach”. The analogy here is very critical; Trojan
Horses were used to capture a city, the Trojan horse, LAWOFS, would capture the whole
organization and improve it.
The bureaucratic system of governments prevents us from starting from scratch.
This was the case in KPL, too. But it was possible to change whole KPL gradually to
serve better in a given period. There was a need to change some laws but the efficiency
and effectiveness could be increased without them.
The limitations forced the Learning Group and the IS Unit to choose a gradual
improvement at KPL. That’s why Learning organizations approach described in Chapter
2 was preferred. So the enabler LAWOFS should be passed gradually.
The Trojan Horse Approach includes several steps as a passed approach to
achieve the desired product. The capacity of the system is hidden and constantly collects
data from the system; those can be used for next generation implication. The capacity of
system is hidden in order not to take the reactions and resistance of users. Although they
are informed about the advantages of the system, users may resist using the system
because it measures the performance of them or makes them work more effectively.
107
Figure 30 - Trojan Horse Approach
108
The Trojan Horse Approach applied during putting LAWOFS into service had
three main levels (At Figure 30). Those main levels also had some sub levels.
At Level 1, the applicability of LAWOFS was tested. This version was only
monitoring the main processes of KPL. In this version, most of the sections didn’t use the
system. They claimed that such a system was not necessary. Only one section used the
system successfully and this showed top management that the system could be used if the
managers of sections cared. In this version, the administrative work processes were
defined; those were not defined in KPL Process Book. At this level, our Trojan horse
showed that personnel were the main problem against the system. The Workload
occurred because parallel processes gave personnel an excuse to not use the system.
Personnel wouldn’t use the system if it took control of the critical processes. Also, it was
realized that there were some infrastructure problems like the need for more computers
than expected and more reliable network infrastructure. At the end of the implication,
strong management support, a change in management approach, solving infrastructure
problems and improving the computer skills of personnel were needed for a solution.
At Level 2, The Learning Group and IS Unit designed a Trojan horse (LAWOFS
V.1) that was supported by top management and controlled most of the defined
processes. This time the whole of the organization had to use the system because all
sections and workflows were connected to the system. At the first step, some of the
sections tried to continue with their manual processes but this caused problems in the
whole system. The managers and personnel of these sections rather than LAWOFS were
seen as the source of the problem. Top management forced the managers obey the rules
of the system and as a result the whole system worked properly. But this time some
managers sabotaged the system by giving their passwords to administrative staff to make
them do the manager’s tasks. In a short period, administrative staff complained about the
managers because they were not doing their tasks. This was the first reaction related
realizing the roles and responsibilities.
109
As mentioned before, every level had some sub-levels. Because the system was
very critical, it was so designed that it changed the processes virtually but manual
processes were also still in use. At the beginning, this was one of the complaint points of
the users, but top management refused to accept them because the system collect
operational, tactical and strategic data from the organization. After nine months, the
manual processes had become so clumsy that some of the personnel complained about
them and wanted to move completely to the digital system. At this point, whole
documents came to the laboratory to be digitalized and flowed through the organization
digitally. Most of the organization is now ready such kind of change. Near that
improvement, some unanalyzed processes such as a help desk are digitalized. In case of
any problem in the IT systems of KPL, it is possible to reach the help desk online. Also
some decision-making processes, which were done randomly before, are standardized
and supported with LAWOFS. This level will be completed in 2002. But Trojan horse
captured the main processes and replaced most of them.
There is a need for a new level, Level 3. Although the system is successful at this
Level 2, it is not sufficient to enable the desired organizational change. There is still a
need for a decision support system that will ensure that decisions are given according to
strategy and goals. This application will be improved with the support of academics and
professionals in 2002 based on the approach developed after the implementation and
application of LAWOFS for months (Appendix C).
3.3.3. The ICT Implication, LAWOFS and Its Enabler Effects on Organizational Change
This organizational change initiative was the first change initiative at KPL. This
was occurred in close relation with the ICT investments. When ICT investments tried to
be done according to a strategy, it was realized that there was no organizational strategy.
Organizational change initiative and IT investment were parallel to each other at KPL.
The Chief of IS Unit directed both processes. At the beginning, there was no certain ICT
policy at KPL. KPL Management was expecting some benefits and improvements from
110
ICT investments, but not as radical and broad as today’s. The general tendency in the
TNP is purchasing hardware and installing them with some basic services like file
sharing. There were some applications developed by the IS Department of TNP but those
were for so general a purpose and none of them were planned according to processes.
The reason to develop LAWOFS was to enable organizational change in KPL.
There was resistance to change, no standards, procedures, quality techniques, strategic
goals or decision systems. There was a need for enabling organization change and
addressing those problems and challenges at KPL. It was possible to use some quality
control systems to enable organizational change but without a radical change, these
systems wouldn’t have the desired impact on the organization.
The current state of organization was task-oriented time and organization should
pass value-oriented time in order to achieve its vision (Check Figure 2). This required
major changes to critical components described in Chapter II. These were Values &
Culture, Work Processes and Business Systems, Individual& Team Competence,
Leadership, Organization, Team & Job Design, Rewards & Recognition and
Management Processes & Systems. These critical success components needed a radical
change not only in business processes but also in human processes and KPL was very
restricted in human resources to enable this change. There was an enabler needed that
could:
• Make it easy to control the processes and humans,
• Force on organizational entities certain rules and responsibilities,
• Let it design the organization, team and job,
• Automatically define the performance of personnel
• Define the gaps in the management processes & systems.
IT was capable if it was used properly.
Davenport’s (1993) definition of enabler IT impacts on organizational change are
considered to understand the enabler effects of LAWOFS in organizational change
initiative at KPL:
111
• Automational: LAWOFS eliminate human labor from processes.
o After most of the manual processes (collecting statistics,
notification- confirmation) were automated, labor to do these
manual processes was eliminated.
o After digitalizing the papers in the office, human labor needed to
circulate these papers is eliminated.
o After standardizing the administrative workflows, the
administration units in every section will collected into one general
administration unit that will reduce human labor need from 25
personnel to 10 personnel.
• Informational: LAWOFS captured process information for the first time in
KPL.
o The flow of processes was determined so this gave management
information about the process and the products.
o Managers could get information about all products (evidence,
expertise reports and correspondence etc.) and processes online.
• Sequential: LAWOFS changed the sequence of processes. The future
processes of the organization are sequenced and are enabled with
LAWOFS.
• Tracking: LAWOFS monitors the process status and objects. All
administrative processes and critical expertise processes are monitored by
their states. Users can see detailed information about the workload and the
status of products (evidence, expertise reports and correspondence)
according to their roles.
• Analytical: LAWOFS analyses information of processes like the workload
per laboratory, per section and per personnel and process time for a
product. It supports decision processes like personnel, material planning
and management.
• Geographical: LAWOFS coordinates related processes between sections
and laboratories.
112
• Integrative: LAWOFS integrates the processes between functional units.
For instance, evidence may be needed by two different expertise sections
like a bloody knife. This evidence should be examined by the Biology
Section first and by the Ballistics Section later. LAWOFS integrates this
cross-functional process.
• Disintermediating: LAWOFS eliminates intermediaries from a process.
For example, in the manual statistics process, related data is kept on
several boards. At the end of a period, this data is moved to a database.
LAWOFS eliminates these boards and databases from the process.
LAWOFS also enables several critical factors in organizational change in addition
to the impacts of Davenport’s approach:
• Values & Culture: LAWOFS has impacts on values and culture by forcing
the organization to work towards a different organizational culture and
values. The system is expected to facilitate migrating into a new
organizational culture and values.
• Standardization of work processes and business systems: All work
processes and business systems are defined in LAWOFS. Entities in these
processes and systems are integrated to LAWOFS. Entities should obey
the new standards and the new approach in the new business system.
• Organizational design in roles and responsibilities: All unknown or
undefined roles and responsibilities in the organization are defined and
integrated to the system. LAWOFS users should understand their roles and
responsibilities in order to use this system. By using this system, new
organizational designs in roles and responsibilities are enabled.
• Rewards and recognition: The first structured reward and recognition
system is enabled with LAWOFS. Monitoring, tracking and collecting
data from entities in the LAWOFS measures performance. According to
this performance, rewards and recognition are enabled.
• Management processes and systems: Differences in management systems
and processes created problems in KPL. LAWOFS forces management to
113
apply a new management system that supports the strategic goals of the
organization.
• Tangible results: LAWOFS is a tangible result for the top management
itself. So top management can represent their success by the efficiency of
LAWOFS. This enables the support of top management during change
initiative.
There was a need for a change in human processes. IT alone cannot make such a
change but with leadership, education and other supported activities, it is possible. KPL
management supported organizational change initiative with these kinds of activities.
Most of these activities were implemented for the first time and return on investment was
less than expected.
Interview with LAWOFS Users
Effects of organizational change and LAWOFS’s role in this process on users are
investigated by interviewing users. This number will be increased to cover all personnel
during implementation in 2002.
Conduct of interviews
Interviews were conducted with users from different roles (Manager, Expert,
Technician and Administrative Staff). They were selected randomly by interviewing the
personnel who were on duty at that time.
Interviews were open-ended dialogues. Questions (Appendix D) were asked to the
users. Answers were entered into one database and classified (Appendix E).
Interview results
• All personnel believe in the need for change in organizations except one
administrative member who believes the past situation of the organization was
better.
114
• Users defined the areas of change. Standards (80% of users referred) and
qualification of personnel (70% of users referred) were the most desired areas of
change.
• Most of the users declared that the change initiative was successful (2 users) or
partly successful (5). Two users declared that it was not successful. One of them
didn’t comment because the initiative was ongoing.
• Personnel declared the issues that prevented success of the initiative was not
sharing with personnel, adaptation of personnel to change initiative and a
superficial approach from personnel.
• Most of the personnel followed the development activities by using KPL Portal,
contacting members of the development group or observing developments in the
work or correspondence.
• 60% of personnel believed that they were out of the change process. 40%,
which included the interviewed managers, declared that they were in the change
process.
• 70% of personnel declared that the managers or personnel had a positive or
partly positive approach to change. Managers declared that personnel had a
negative approach.
• 70% of the personnel declared that LAWOFS represented the change. 30% of
them believed that there wasn’t any relation between organizational change and
LAWOFS.
• Most of the personnel found LAWOFS successful (30%) or partly successful
(30%). 40% of personnel found LAWOFS unsuccessful.
• Personnel defined the main reasons of LAWOFS problems as lack of personnel
seriousness and work overload.
• 90% of the personnel believed that LAWOFS would give benefits like paperless
offices, decision-support systems and reducing the workforce.
General Dimensions of The LAWOFS
LAWOFS is a strategic system that has many dimensions for KPL. Some of the
screenshots of the system are given in Appendix D.
115
System’s goals are:
• Enabling organizational change in all laboratories of KPL with support of IT:
o Creating new and standard workflows for all laboratories that enable them
to work more efficiently
o Definition of authority and responsibility
o Forcing entities to obey the strategy, planning and rules
o Establishing an MIS
� Tracking works
� Performance system for KPL entities
� Design and support Personnel System
� Design and support Budget System
o Establishing a Decision Support System
o Reducing process time
o Reducing material waste
• Dealing with current IT problems
o Securing data of expertise
o Standardizing databases
o Upgrading databases to relational databases
o Enabling search on all necessary databases from every laboratory
o Facilitating regular data backup
• Automation of statistic process
• Information needs: Gathering Strategic/Tactical/Operational Information and
transforming them to knowledge
• Increasing communication between personnel
o E-mail
o Discussion list
Basic technical components and details of the system are as follows:
• IBM Lotus Notes Domino for workflow and document management
• Oracle as the Relational Database Management System (RDBMS)
• Central Server System
116
• Web based application, which will be accessible not only by the central KPL but
by all 8 labs
• Process design and software engineering approach
LAWOFS Version Two supports the following process levels:
• Routine processes
o Records of workflow
o Document preparation – record – distribution
o Statistics
• Semi-routine processes
o Personnel performance control
o Quality control
It is planned to support the following process levels in the next version:
• Routine processes
o Records of workflow
o Accountancy – records
o Budget preparation
o Document preparation – records – distribution
o Statistics
• Semi-routine processes
o Stock control
o Personnel performance control
o Quality control
• Ad hoc processes
o Human resource management
o Material planning
o Budget planning
o Capital planning
o Sale planning
o Quality planning
117
o Settlement planning
o Warehouse planning
o New capital investment
o Distribution planning
3.3.4. Problems Occurred During Organizational Change and Enabling ICT
Major problems according to organizational change steps:
1. Personal Vision
2. Shared Vision
a- Problems are agreed by all personnel but not solutions
b- Vision is agreed with limited managers and personnel but not with the
whole
3. A Map of Current Reality
a- Conflicting ideas and not knowing how to solve them
b- Increasing resistance to change activities
c- Lack of process analysis experts
d- Lack of experience
e- No previous standards, procedures or formal structures
f- Reactions to the learning group
4. Closing the gap
a- Lack of authority to take decisions
5. Choice and Implementation
a- Conflict in roles and responsibilities
b- Process book was insufficient for an ICT implementation
c- Failure in education and unsuccessful personnel blamed The Learning
Group for that failure
d- Performance systems and reactions
e- Sabotaging LAWOFS
f- Sabotaging The Learning Group
6. Testing and reconstructing the map
118
a- Change process didn’t test constantly.
Problems occurred while producing LAWOFS. These problems are grouped
under three basic categories:
− Problems with contractors,
− Problems with IS Unit and
− Problems with users.
Problems with contractors can be summarized as follows:
1- Although the engineers of the contractors were skilled and qualified personnel,
they were not used to developing to (IEEE) standards
2- Software company’s maturity level was very low
3- Analysis was not done with alternative techniques to reduce the analyses risks
4- There was no risk management
5- There was no testing group
6- They showed a lower effort than estimated by IS Group
These problems gave experience to the IS Group about choosing contractors, but
most of the contactors didn’t have a high maturity level. The company whose maturity
level was high cost more, which is why there was a trade off. KPL was mostly satisfied
with work done by the contractor with its low budget, but KPL also will define the
maturity level of the company, the steps of software development, the analysis
techniques, risk management techniques, test techniques and minimum effort before the
project begins.
Problems with the IS Unit were:
1- There was only one personnel familiar with the software engineering and he was
assigned up to six concurrent projects at the same time
2- Software requirements specifications should have been be prepared before
working with contractors
3- Effort of the contractor should have been be defined in the contract
119
4- There was not enough personnel who could maintain the system in all laboratories
High experience gathered by the members of The IS Unit during this project.
Now, Unit members working on the project understand the basic software engineering
concepts. A human resource restriction is the main problem of KPL. That’s why KPL
preferred outsourcing human resources during these projects. KPL focused on educating
its limited human resources as a project manager who could outsource and manage
projects. It is planned to educate all project members on software engineering, software
project development, software project management and quality control and assurance in
an institute.
These project members will prepare software requirements documents according
to IEEE standards before the outsourcing process. Maintenance will also be outsourced
when it is needed.
Problems with users were:
1- Some users sabotaged the system while analyzing their requirements because they
were opponents to some services such as performance measurement
2- They were not information literate
3- They did not believe this system would reduce their work load, if this happened,
they thought they would be transferred to another department
4- They did not want to change their usual working system
5- They didn’t realize the importance of roles and responsibilities in the system and
did not want to obey the rules and restrictions
Educating users is the first solution for user related problems. KPL management
and the IS group believe that users won’t sabotage the system in its defining requirements
phase again because they know very well that the system will be implemented. A quality
control group consists of four personnel. They will assure that users obey the rules and
use the system efficiently. This will increase the efficiency of the system.
120
3.3.5. General Evaluation of Organizational Change Initiative at KPL
Similar problems are probably faced like other change initiatives. At the same
time, different approaches and success points arise that might give the opportunity to
achieve vision and goals. When the initiative is evaluated, we can see achievements,
failures, challenges, barriers, motivators and success factors.
Achievements:
1. Starting a change initiative in KPL for the first time
2. Defining problems
3. Defining most of the processes
4. Starting the competition inside the organization
5. Performance systems and measuring performance of personnel
6. Showing personnel that change can be implemented and that there is no escape from
change
7. Defining some standards
8. Comparing KPL with developed laboratories
9. Launching structured education systems
10. Launching enabling ICT: LAWOFS
11. Organizing reluctant sections like education, personnel, research and development
12. Collaboration with METU (Following projects waiting for financial support from The
European Union)
12.1. Feasibility studies on The Forensic Science Institute
12.2. Feasibility studies on The Forensic Science Research Center
13. Collaboration with FBI
14. Starting to study for ISO certification and accreditation
15. Promotion of KPL
16. Handbook and promotion disc of KPL
17. Communication with crime laboratory architects about KPL’s architectural design
18. KPL Web Page
121
Failures:
1. Getting support of all personnel and involving them in the change process
2. Information process about change initiative: Just IT based communications channels
like Portal and a discussion list were used to inform the personnel about the change
process but other communication channels like posters and meetings were not used
3. Defining all processes
4. Analyzing human dimensions of the organization
5. Continuously testing and evaluating the change process
6. Handling the change initiative as a project
7. Dedication of time to change initiative (The Learning Group was working on these
projects for only two days of week)
8. Dedication of project management (The Learning Group Coordinator sometimes
handled up to seven different tasks including change initiative)
Challenges and barriers:
1. Change initiative mostly depended on some critical people. If one of them left the
organization this would make the next change initiatives harder to carry on.
2. Experience of Learning Group on organizational change
3. Most of the personnel resisted to continuous learning
4. Most of the personnel were not competitive
5. Most of the personnel just wanted to deal with current daily tasks and not any new
ones
6. Most of the personnel were not information reader-writers
7. Information islands: Some personnel had skills and knowledge about the tasks but did
not share their knowledge with other people. As there was not any structured training
system they preferred to use such an advantage as being the only knowledgeable one
in their section
8. Conversations were like a ping-pong match, everybody threw his ideas to other
people but did not listen to them.
9. There was no strategy
122
10. There was no structural education system, the only one is master-apprentice
relationship
11. Personnel qualifications were not appropriate for such a change process (Other
organizations in the world face similar problems)
12. Inconsistency between declared policy and implementation
13. Inconsistency between personnel’s expectations and their actions: They demanded an
increase in their salary but they did not want to increase their quality. They wanted
awards but not measurement of their performance
14. Almost no manager had any idea about fundamentals of management
15. Most of the managers had a fear of losing their positions
16. Most of the managers had no decision taking skills
17. Decision takers didn’t have enough data, information or knowledge on the event
18. Personnel, education, budget and research and development sections did not function,
dealing with ordinary basic tasks. If the task got complex, then a natural response was
a negative opinion
19. There are nine different cultured and structured laboratories and every laboratory’s
sections are also different to each other and their counterparts in other laboratories.
20. Technicians and administrative staff have average social culture and most of the
managers and experts are not far above this average
21. There were many criticisms about the problems but either no solutions or solutions
based on the self-interests were offered
22. Working environment prevents redesigning or launching new systems
23. Restricted communication between managers and staff. Staffs did not take the
problems to the executives. If they did, managers saw them as a source of thee
problem. Managers had such a kind of approach because they did not care about the
problems and they did not have solutions for problems. If a staff member came with a
problem, he mean that he had a problem that the manager couldn’t solve.
24. Staff was ready to be managed, but almost no one was ready to manage him/herself.
They probably had a lot of problems with almost no solutions. They may discuss the
problems but they are not used to / guided for / delegated for thinking about the
possible solutions. This customary behavior in fact was a result of a habitual approach
123
by the managers starting with our kindergarten teacher. If a manager cannot delegate
–which necessitates trust in people- they end up doing everything themselves and
hence cannot find time for planning and management which they are supposed to be
doing.
Motivators and Success Factors:
1. KPL is a self contained organization
2. KPL is a scientific organization
3. KPL’s top management, especially the President is, more qualified than Presidents of
other departments, he is young and open to change and competition and a candidate
for a leadership
4. Because The President of KPL should be an expert, KPL cannot be influenced
politically, so there is stability.
5. It is self sufficient except for very critical personnel and budget processes
6. KPL has the opportunity to regulate most of the processes without any permission
7. KPL has a very good reputation
8. KPL has the opportunity to promote itself
9. In the case of success, top management may promote expensive investments in
personnel such as education or technical equipment for personal use these are easier
to justify compared to other departments
124
CHAPTER IV
CONCLUSIONS AND FUTURE WORK
4. CONCLUSIONS AND FUTURE WORK
Summary
KPL is a scientific public organization. The organizational change initiative was
started in December 1998 based on Learning Organizations (Senge, 1990,1994). IT was
used as a main enabler in that process. A workflow system was produced that supports
organizational change initiative called LAWOFS. There was only one manager, the
President, in the top management who supported the system. This was the main factor
that made it possible to implement the system.
KPL has similar problems to other public organizations in Turkey. The average
quality of employees, information islands, strategy, inconsistencies and cultures are some
examples of the challenges faced, but it also has different advantages like being a self-
contained organization, with a qualified President, giving importance to the job and a
strong budget.
IT was the starting point of Organizational Change. When the IS Unit staff
discovered that these high budgeted investments should be done according to a strategy,
125
organization restructuring was started. Investments have been made since 1996 with
software investments being made since 1998. Along with the software investments,
organizational change investments were started.
Process analyses of the organization were done by Forensic experts in KPL.
During the analyses, many problems occurred because of indefiniteness and inexperience.
SADT, ARIS were the main tools and techniques used in the process analyses. It was
hoped that these process analyze would be sufficient to define the requirements of a
software system, but it was realized that KPL processes were personnel dependent and
subject to change-related transfers of personnel.
Most of the neglected processes were analyzed during the analysis of
requirements of the system. All these non-standard workflow processes, including the
entities’ roles and responsibilities, were standardized. In the implementation phase, some
of the personnel, including some section managers, refused to accept the related roles and
responsibilities and sabotaged the system. These problems were resolved with strong top
management support.
KPL is an organization that clearly defined its mission, vision and strategic goals.
These goals are supported with clearly defined processes, which are supported with IT
(LAWOFS). Its clearly defined processes are increasing everyday with enabling ICT.
Survivability of change is very important, which is why in organizational change;
human dimension in the organization should be convincing without creating any fear.
This policy should be maintained until it is impossible to turn back. ICT will play the role
of a Trojan horse. After that, the inevitability of change should be shown to personnel.
The change process should be sustained without terrifying people. This will motivate
other employees to join the initiative.
126
Lessons Learned and Conclusion
• A defined case study was implemented in KPL as organizational change enabler.
LAWOFS has been used in the organization for one year and users who are
related to the change initiative started to use this system more widely. %70 of
users regarded LAWOFS as a change itself. %60 of users declared that the system
was successful or partly successful, which proves that an organizational change
initiative can be achieved by information and communication technologies in a
scientific-public organization in Turkey.
• In the case study, it is concluded that management support, time and commitment
are pre-conditions as defined in all change approaches. Lack of management
support in Demo Version of LAWOFS was the reason for the failure of the
system. But in the First Version of LAWOFS, new management supported the
system and forced managers to use the system. The President warned middle
managers themselves to efficiently use the system. Although middle management
pressed top management to back up the manual system, top management refused
and prohibited the use of any kind of paper-based records. Top management
should support and control the change process continuously. Leadership of top
management is the most critical factor in the success of change initiative.
• Visibility and advertisement of achievements are essential. IT implication is a
visible result of organizational change. Top management declared LAWOFS as
change itself to the management of TNP and to several press agencies several
times.
• There are many challenges and barriers in such a kind of organizational change
but also some motivators.
o Main challenges are:
� Lack of skills of personnel: This problem is referred to by %70
percent of users during interviews.
� Lack of experience in organizational change: The organizations
own human resources did the implementation of the case study.
This created many problems such as lack of experience and
127
suspicion from other members of the organization. The problems
in the analysis at “A map of current reality” level showed this lack
of experience. Two members of the learning group left KPL
because of the destructive attitudes of other personnel. That’s why;
it should hire organizational change professionals. Members of the
organization respect these professionals more than other members
of the organization.
� Lack of standards and procedures: This problem is referred to by
%80 of users during interviews. Lack of standards or procedures
prevents understanding the current deficiencies and performance of
the system.
o Main motivators are:
� Changing environment and future risks: KPL management
accepted the changing environment and future risks in the “Sharing
vision” step of the change initiative.
� International pressure and opportunities: The European Union
adaptation process forced the organization to establish standards
and accredit to itself. It is realized that this will also give the
opportunity to work internationally, which means a noticeable
contribution to the budget of personnel. Some of the experts
attended international security duties abroad, but they couldn’t be
involved in forensic expertise work, because they weren’t certified
by an accredited organization so they lost a well-paid salary. This
motivated almost every expert for international accreditation.
• In KPL’s case, a change manager was assigned up to seven different tasks
including the change initiative. As there were no full time assigned team
members, the change initiative was interrupted because of work overload. Change
process must be handled as a typical project, with a project manager, assigned
team members, time frame, milestones for the performance measurement of the
project itself, assigned resources including funding, and internal or external know-
how.
128
• 60% of personnel see their position out of the change initiative. The problems of
the organization and future risks should continuously be explained to personnel
and the solutions in change initiative should be shared with personnel.
• IT personnel are not sufficient to build a new system and maintain it in KPL’s
case. That’s why IT Units should focus on defining the needs, documenting them,
outsourcing the skilled personnel and managing the project instead of employing
highly skilled personnel.
• During the change initiative, there was conflict between roles and the authority of
the change manager. The President decided to change the authorities in order to
prevent conflict. A change manager from the organization should attend to
organizational change initiative and these personnel shouldn’t have any conflict
with their roles and responsibilities in the organization. He should work directly
with top management and shouldn’t be the subordinate of a manager who will be
affected by change.
• During the change initiative KPL compared itself to the FBI Laboratory, Drug
Enforcement Agencies Laboratory and New York Police Laboratory. Comparison
with successful foreign organizations in the same area is a motivating factor for
organizational change. Top management decided that they should immediately
standardize the processes and accredit them.
Future Work
This thesis could be handled from information systems, organizational theory or
government reform perspectives. From these perspectives the approach to change
methodologies and the case could be different.
Similarly, LAWOFS should be examined from different perspectives. The
software not only enables organizational change, but it also facilitates keeping stability in
organization. Software engineering, software maintenance, outsourcing management and
technology development points in a public organization will have to be incorporated.
129
There are important issues that will be useful for change initiatives in KPL
organizational change cases like sub-organizational change, avalanche effect or a “me
too” approach. These approaches will have to be further investigated.
All staff members should be involved in interviews in order to measure the results
of change process and system. Moreover, an anonymous speak up mechanism could be
set up as an inherited feature of the LAWOFS to obtain regular feedback from the users
of the system.
KPL Change Approach will have to be subject to change itself, and will further
mature at each increment of the spiral, in order to establish a continuously changing and
improving KPL. The design process of such an approach, which is planned to be
implemented in 2002 in KPL, can be found in Appendix F.
130
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APPENDICES A) Screenshots of the LAWOFS
Figure 31 - LAWOFS: General View
Figure 32 - LAWOFS: Works at the Section
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Figure 33 - LAWOFS: Performance View of Personnel
Figure 34 - LAWOFS: Works at Personnel
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Figure 35 - LAWOFS: Lists of Correspondence and Charge
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B) Future Strategies for Criminal Police Laboratories Presentation Plan
It was organized as follows:
1. Born of vision
2. Looking Future
a. Change in Turkish National Police: Includes the threats to KPL
like other non-scientific departments initiatives intervening with
KPL’s areas.
b. Change in Country
c. Change in World
3. Desired Mission: “Fighting national and international crime scientifically
as being the number one criminal laboratory and leadership in the world.”
Although this statement was defined as the mission of the laboratory, it
was later given as the vision of the laboratory.
4. KPL’s Current Situation
a. Mission
b. Current and Future Reputation
c. Resources of Production
i. Natural Resources = Evidence
ii. Employees
iii. Capital
iv. Entrepreneurship
d. Threats to KPL
e. Emergency Situations
5. Future Strategies for KPL
a. Future is ours
b. Education Project
i. Importance of Education
ii. Benefits of Education Projects
iii. Steps
1. Hiring Personnel
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2. Medium Step: English Learning
3. Basic Science Education
4. Medium Step: Education of Instructions
5. Criminalistics Education
6. Medium Step: Education of Researcher
7. KPL Manager Education
8. Education of Support Units
9. Looking Future
a. METU – KPL Forensic Science Institute
b. METU – KPL Research Center
c. Under-graduate Program at Police Academy
d. Technopolis Project at METU
c. Human Resources Project
i. Importance of human resources
ii. Hiring Personnel
iii. Personnel Planning
iv. Personnel Efficiency
v. Motivation and Rewards
vi. Personnel Prevention
d. International Activities
i. Advantage of KPL
ii. International Collaboration and Blocks
6. Conclusion
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C) Design Process of A Change Approach
Design process of a change approach that can be implemented KPL type
organizations is a spiral process. The following steps are repeated until the organization’s
project closure decision. Every cycle is handled as a project.
Change steps are:
1. Guidance: This is a very short activity to take the commitment of top management,
understand the general problems, define the approach and get ideas of attendees.
1.1 Commitment of management
1.2 Work Groups
1.3 Report of Guidance Conference
1.3.1 Current Structural Position
1.3.1.1 Organizational Dimensions
1.3.1.2 Individual Dimensions
1.3.1.3 Organization – Individual Relations
1.3.2 Designed Structural Position
1.3.2.1 Organizational Dimensions
1.3.2.2 Individual Dimensions
1.3.2.3 Organization – Individual Relations
1.3.3 Designed Structural Position
1.3.3.1 Methods
1.3.3.2 Timeline
1.3.3.3 Financial Issues
1.3.4 Other Issues
1.3.5 Conclusion
1.4 Risk Analysis
2. Snapshot of Current Position: AS – IS Model
2.1 Organization structure
2.2 Analysis of processes (ARIS models)
2.3 Psychological and sociological analysis of personnel
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2.4 Decision mechanisms
2.5 Performance indicators
2.6 Bottlenecks
2.7 Diagnose/monitoring mechanisms for observing change in process, structure
and entities
3. Future Position of Organization: TO – BE Model
3.1 Functional Specification Documents
3.1.1 Desired processes (ARIS models, if possible simulations and
development of Activity Based Costing model)
3.1.2 Human Resource Management Architecture (Roles and
responsibilities)
3.1.3 Performance System
3.1.4 Education System, Needs and Strategies
3.1.5 Public Relation Strategies
3.1.6 Knowledge Management
3.1.7 Architecture of Management Information System
3.1.8 Requirements for inventory
3.1.9 Decision mechanisms
3.1.10 Quality management
3.1.11 Standards
3.1.11.1Performance
3.1.11.2Quality
3.1.11.3Decision processes
3.1.11.4Processes
4. Implementation
4.1 Organizational Transition Plan (development steps from AS-IS to TO-BE
model)
4.1.1 Structure Transition
4.1.2 Human Resource Transition
4.1.3 Education curriculum
4.2 Information and Communication Technology Strategy
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4.3 Contract, diffusion and operation plans for sustainability
4.4 Architectural plans of current and future buildings
4.5 Legal analysis, needs for legal change, legal transition plan
4.6 Technical Development Requirements
5. Enabling ICT
5.1 Management
5.1.1 Change
5.1.2 Training
5.1.3 Project
5.1.4 Knowledge
5.2 Pilot project for a core process (Trojan horse)
5.3 Implementation for other processes
5.4 Rollout
5.5 Performance measurement
5.5.1 Feedback collection
5.5.2 Revision of plans and goals
5.6 Feedback for the next change cycle
6. Revised Implementation Plan in case of need
7. Project Closure Report
8. Support or New Project
This methodology will be used in the KPL’s organizational change in 2002. It is
estimated that fourteen months will be needed to complete the project. Support will
continue for the following thirty-six months. Methodology, tools and techniques will be
updated at the end of project.
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D) Interview Questions
1- Do you think there is a need for change at KPL? 2- In which areas should the change be? 3- What do you think about the change initiative at KPL?
a. Is it successful? b. Where is the problem? c. How do you observe the change initiative? d. Where do you find yourself in the change initiative?
4- How is the approach of managers / personnel to the change initiative? 5- Is LAWOFS part of organizational change? 6- Is LAWOFS successful? 7- What are the problems of LAWOFS? 8- The future benefits of LAWOFS are:
a. Paperless office b. Support of decision-support systems c. Standard process and accreditation d. Time and personnel benefits
Do you believe those will happen?
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E) Answers Of The Interview Questions # OF QUESTION ANSWERS Manager Expert Technician Administrative Staff Total1. Question Yes 2 4 1 2 9 No 1 1 2. Question Qualifications of personnel 2 3 2 7 Standards 2 3 1 2 8 Education 1 1 2 Social 1 1 2 Salary 1 1 Workplace 2 2 4 International experience 1 1 Organization structure 1 2 3 Written regulations 1 1 3. Question a Yes 1 1 2
Partly 1 2 2 5 No 1 1 2 No comment 1 1 b Lack of Management Support 1 1
Different expectations of personnel 1 1
Superficial approach 1 1 2 Not sharing with personnel 1 1 1 3 Adaptation of personnel 1 1 1 3 Lack of success in projects 1 1 c Learning Group 2 2 2 6 KPL Portal 3 1 1 5 Correspondences 1 1 2 4 d Out of it 3 1 2 6 In it 2 1 1 4
4. Question Positive 3 1 1 5 Partly Positive 2 2 Negative 2 1 3 5. Question Yes 1 3 1 2 7 No 1 1 1 3 6. Question Yes 1 1 1 3 Partly successful 2 1 3 No 2 2 4 7. Question Lack of personnel seriousness 1 1 1 3 Performance system 1 1 Lack of control 1 1 Work overload 1 1 1 3 Lack of analysis 1 1 8. Question Yes 1 1 1 3
Yes, under some conditions 1 2 3 6 No 1 1
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