Factors influencing information assurance change initiatives
External Influences- many decision-makers in small and medium-sized enterprises (SMEs) expressed that they are fully prepared to reduce information risks. However, their stimulation for doing so is due to external parties which are their potential customers who rate their organization’s faithfulness, reliability as well as the quality of products. The administrative team is convinced that trustworthiness is a fundamental aspect of protecting a client’s data and also is one way to be trusted by their clients. Therefore, information security is the foundation of trust in the SME organization. Image and reputation are essential aspects when it comes to information assurance because without proper information security, there is a big possibility that a security breaching will occur ( Ahmad & Maynard, 2013). When that happens then there will be a reduction of reputation in the SMEs industry or else, their good information assurance will enhance their trust in their customers and also build their trust to their partners.
Misperception of information Security- risks that are recognized to have high chances and impacts are more considered and given more attention than those which are less. However, probability and impacts are assessed by information security managers. Notably, when the security managers make their perceptions wrongly, this will lead to incorrect analysis of information therefore the organization facing some risks.
Conscious decision not to invest in information security– The SMEs industry should be aware that information security is an essential aspect and they should focus on the basic business activities for information security. Identically, the actions which they make are not enough to face the extensive force from the security threats. The reason why SMEs are not investing in information security is that they believe that they are not safe in the present information security implementations. SMEs should be aware of the importance of data protection and systems and have enough backups with a high level of security measures like putting a virus scanner (Ahmad &Maynard, 2013). Initially, the credibility of the backup is controversial and expresses the wrong impression that the information is safe.
How Group and Organizational Dynamics Affect the Success of Information Assurance
A group or organizational dynamics is achieved when there is disciplined management in the project. The dynamics in the organization deals with the associates, the organizational strategies as well as management of the project. However, dynamics are there to achieve tasks through logical processes. A group or organizational dynamics may trigger the achievement of objectives. Dynamics also may trigger extra work because of the minimal relationship and interaction. The changes within the organization bring a healthy team that will work as a team to achieve the group goals. Through group dynamics, many organizations have invested heavily in buying equipment and also improving in technology, and also there is cost reduction and increase in production.
Nevertheless, including technology in organizations brings success although achieving the technologies depends on how they are implemented because the proper implementation of these technologies requires skills for success in the organization. Dynamics in the organization have made many organizations to incorporate discipline among the staff members. Changes in leadership lead to positive results. Dynamics also may bring challenges in the organization especially in IT when new technologies are introduced the concerned staff may be affected and may feel threatened by the initiatives (Hornstein, 2008). The staff may show their emotional reactions since they have not been informed about the changes. Instead of the clear information, the usually comes an information vacuum and rumors arise about the changes. So engaging the employees with enough information about changes in technology will enhance business processes as well as improving activities in the organization.
The Leadership Styles for Successful Implementation of Information Assurance Change Initiatives
Authoritarian Leadership Style- Actually this style of leadership allows the leader to make use of assumptions and define the results. The style can be useful whenever the members need clear information. Within this leadership, the time taken in making decisions and passing information is reduced, and also here creativity is involved because input from the team is narrow. By the use of the authoritarian style of leadership, it brings compatible outcomes in the implementation of information, and also there is a reduction of mistakes during the implementation plans.
Participative Leadership style- whenever this kind of leadership is involved, democracy among the team members takes place in the implementation of information assurance initiatives. Members feel like part of the team because they are free to contribute. Here the leader’s work is to say the last word in the process (Kohlrieser, 2019). When the team has this kind of leadership they collaborate quickly and also turnover rate increases.
Delegated Leadership style- initially the style focuses on assigning initiatives to the members of the team. Actually, for the successful implementation of information. However, this style of leadership can be successful whenever the members of the group are skilled. Despite difficulty during the change initiatives, the skilled members are valued through their creativity and innovation.
Transactional Leadership Style– Identically, in this kind of leadership, have goals to be achieved and the members of the team know how to achieve and they will attain their rewards through their submissiveness (Kohlrieser, 2019). Due to the target and the set goals, the members of the team will work hard to implement the information assurance change initiatives successfully. In this style of leadership, the implementation is easily created whereby the leaders easily follow the members.
The Change Strategy and the Potential Resistance Factors to be managed
The individuals who claim to embrace changes may also find it difficult because it requires a lot of efforts for example in an organization whereby new software is implemented and the workers do not understand it so to avoid inconveniences and also misconceptions change strategy should be put in place because it was so easy to maintain the habits in the existence than experiencing changes. For managers to facilitate changes they should facilitate alert the workers and identify the reasons for the changes (Wagner, 2019). Importantly, the first strategy is to listen first and talk later whenever the employee tries to resist and initiate the communication first because they want to be heard first. When the employee tries to resist, their thoughts and suggestions will demonstrate a wildly valuable to direct change project.
The other strategy is to communicate why and when is the change. The development of communication plans is more important than just telling the workers what they are needed to do. Eventually, the factors to be managed are effective communication with each employee and also the benefits of the changes to them (Wagner, 2019). Another strategy is making it to the employees. Change is made for the good of the project, if one is implementing a new software system, he should strategize the project than the technology. The factor to be considered is not only about what technology can do but how the worker can do with help from the technology used.
Showing the data is another strategy and also the use of some difficult facts is another strategy where the employees are let to see the data for themselves. Resisting a change is always emotional and to show transparency is required for implementation.
The Change Model Most Appropriate For Information Assurance Change Initiative
Lewin’s Change Management Model- This model help on a large scale with some execution. The model is done in three different stages for information assurance initiatives. Nonetheless, the first stage is unfreezing, whereby breakdown of the status quo takes place or where the concerned are let to know about the changes (Amit, 2020). The second step is making changes where this is the exploratory stage and the efficiency of the organization is figured out and one starts moving towards the changes. The other one is refreezing. Here, problems are already solved and there is assurance positive changes become part of the team.
McKinsey 7-S Model- Actually, this model is useful before the start of the changes in information initiatives. Similarly, it helps to estimate the changes in information which should be made. The model is used as a tool for common self- analysis or a specific organization’s strategy analysis.
The ADKAR Model– This model focuses on the people facing the changes and not the changes of information itself. The model consists of some goals like awareness where the employees are convinced of the needs for the information changes (Amit, 2020). Desire is another goal all the workers are allowed to invest in the initiative and where all their support is required. Another goal of this model is knowledge whereby everybody is acknowledged on how to make the changes. Therefore systems implementation is done for ensuring all changes are adhered to by each employee.
Bridges Transition Model– Changing of information within a group is not easy and there always some emotional responses to the changes and how individuals will feel about it will matter. Mainly, the model arms someone with a lot of knowledge about how to handle the worker’s emotions because of the changes and how to handle chaos whenever they occur (Amit, 2020). With the knowledge from this model, the change initiative will not create a lot of negative impact within the organization.