Avoiding a booking system backlash: how to generate commitment to change? Aoife M. McDermott and Edel Conway
Annie Fagan has taken up a new role as the deputy HR manager of a luxury travel agent (specialising in bespoke tours), and is responsible for supporting strategic change initiatives. Having previously had a generalist HR role, she felt ready to take on a new challenge. However, she has become involved in introducing a new booking system sooner than expected. She is concerned about her knowledge of the organisation’s systems, technology, and ‘ways of doing things’, as well as her capacity to get people to support the change. From: Matthew Hughes To: Annie Fagan Sent: 10/08/16 Subject: How are you settling in?

Hey Annie, Missing you here – how you finding the new place? Matt From: Annie Fagan To: Matthew Hughes Sent: 17/08/16 Subject: Wish you were here . . . Hi Matt, I’m finding it tough. I had expected a bit of space to ‘settle in’, but I’ve been given a big job straight off and not one that plays to my strengths. I have to introduce a new IT/booking system (I’m not a techie genius, as well you know!!). I did suggest that it may not be the best job for me. Changing systems seems a bit premature when I haven’t had time to get to know them – and don’t know what’s good and what’s bad! Anyway, I obviously sold my ‘process expertise’ a bit too well, as my new boss doesn’t see a problem . . . How are Sylvie and the kids? A x From: Matthew Hughes To: Annie Fagan Sent: 18/08/16 Subject: RE: Wish you were here . . . Hey Annie, Everyone good – Jason convinced he’s the next Messi. Coach not so sure! What’s prompted the change? M From: Annie Fagan To: Matthew Hughes Sent: 21/08/16 Subject: RE: Wish you were here . . . Hey Matt, The booking platform is very clunky (designed by two students on placement a couple of years ago!), so we really do need an update. But it will be a bit tricky getting the design right. And we’ll have to transfer information, so we’ll need to run the two systems in parallel for a while. I’ve been trying to get a heads up on what the new system should look like and potential risks during the process. But it’s still early days for me here. The people seem nice, but the atmosphere is pretty formal – so I’m not sure if I’m getting real feedback,

or if hierarchy is getting in the way. All advice appreciated. I can’t afford to mess this up. Anyway, it’s Friday and the sun is shining . . . Have a great weekend! Annie x From: Matthew Hughes To: Annie Fagan Sent: 24/08/16 Subject: Readiness review? Annie, Have you thought about doing a change readiness review? You can check up on how staff are feeling about things, and get some early feedback on what might be needed/helpful. Do you remember the one we did when we moved offices? You could use that as a template. We asked staff about their understanding of the reasons for the change, their perceptions of potential benefits for the organisation (and for them). We also used it to check that we hadn’t missed anything important, and to see if there was anything in particular we could do to support staff during the transition. We made it anonymous. I think that makes it easier for people to give honest opinions . . . Anyway, I’ve attached the template we used (we set up an online survey). The questions link to a couple of themes:
• Employees’ understanding of the reasons for the change
• Employees’ assessment of the need for change
• Employees’ concerns about the implications of the change
• Employees’ perceptions about the support available from the organisation
• Employees’ commitment to the change
• Employees’ intention to resist the change

We also had free text boxes for comments – and some of these threw up some helpful suggestions (and some complaints!). It could be a cheap and low-risk way to see how people are really feeling about it . . . Gotta rush. . . . it’s hard being busy and important! M From: Matthew Hughes To: Annie Fagan Sent: 08/09/16 Subject: Anybody out there. . . . Earth calling Annie . . . How are things going?!! I’d hate to think that you’ve been overthrown by hostile forces . . . M From: Annie Fagan To: Matthew Hughes Sent: 09/09/16 Subject: Not waving but drowning . . . Mattie, Sorry I’ve not been in touch – things have been a bit crazy here. I took your survey idea and ran with it across the organisation. I’m kinda wishing I hadn’t! In truth, the feedback isn’t positive – and I’m stuck on finding the best way forward. Edited highlights include (drum roll please) . . .
• Employees don’t seem to understand the need for change – which may explain the lack of any perceived urgency (except among the senior management team, who have the data on lost productivity due to system crashes/incomplete sales due to customer fatigue. They are driving the whole thing . . .)
• Line managers and front-line staff seem to be worried about implications for their sales commission during the handover (they will have to double enter info into the two systems for a couple of months, which will take extra time . . .)
• Tech staff are concerned about not having enough staff and coding expertise to deliver what we need . . . (one comment said that management has ‘wilfully ignored’ repeated requests to properly resource the change) . . . And all of this means that there is pretty poor engagement with/commitment to the change across the organisation. That is a real problem . . . I’ve been thinking about how to fix it and a priority is to get the design team and the line managers on side. If they’re negative nobody else will get behind it!! The main challenge is that very few employees seem to understand why the new system is necessary. We’ve got to fix that. It’ll be a hard few months, even if we do manage to get people on board. If we don’t, it could be a disaster. At the moment it’s low-level grumbling. But it could turn into a full scale backlash. I’m under pressure to show some progress. But I don’t think it’s a good idea to push forward as things stand. Help!!!! What should I do???
Questions
1 What is the problem in this case?
2 What, if any, insights does Lewin’s change model provide for this case?
3 What should Annie do?