AD643 Project Communication Management Class Ten Boston University - Metropolitan College

AD643

Project Communication Management

Class Ten

Boston University - Metropolitan College

Jim Cormier AD643 – Boston University

Change

Management

Change Management

Points of Note

Cormier: “The most constant of organizational realities is the that change is

continuous and that management must be either preparing to deal with that change or be in the process of changing”

Resistance to Change: People resist change of a variety of reasons, some (not all) follow:

Economic Loss Fear of the unknown Attitude Social Loss Failing to see the need for change Prestige loss Lack of information Distrust of management Rigid organization Union activity

Two possible management models for dealing with change:

Process Change Model Model for Planned Change

AD643

BOSTON UNIVERSITY - METROPOLITAN COLLEGE


Unknown: Enabling the transition from the current state to the future state while minimizing any negative impact on the workforce and culture

Cormier: “The most constant of organizational realities is that change is continuous and that a project manager must be either preparing to deal with that change or be in the process of changing”

Resistance to Change:

People resist change of a variety of reasons, some (not all) follow: Economic LossFear of the unknownAttitudeSocial LossFailing to see the need for changePrestige lossLack of informationDistrust of managementRigid organizationUnion activity

Two possible management models for dealing with change: Process Change ModelModel for Planned Change

Change Management Points of Note

When you say Change, they say:

“This is a waste of time.”

“Why change if it was working just fine before?”

“If it ain't broke, don't fix it.”

“They never tell us what’s going on!”

“How soon will this happen?”

“How will this impact me?”

“Will I receive new training?”

“What’s in it for me.”

“I doubt they are really serious about this.”

Natural reaction to change: ResistAwareness of need to change: critical ingredient and must come first

Change Management

Change Management is the process of developing a planned approach to change in an organization.

The objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change.

It is a procedure to ensure that proposed changes are merited and will not adversely affect other elements of the plan or interdependent plans.

Change must be realistic, achievable and measurable.

Before Embarking on Change

• Align the change with the company’s strategy

• Understand what you’re likely to achieve

• Ensure executives committed to achieving change

• Verify there are sufficient resources

• Assess need for external help, find outside resources

“Change management is crucial to the success of any change effort.”

Change Management High-Level

• Ensure there is a business reason behind each change

• Identify the specific services affected by the change

• Plan the change

• Test the change

• Formulate a back-out plan should the change result in an unexpected state

A Change Management Process

1. Filtering requests for change

2. Assessing the impact of changes

3. Authorizing changes

4. Reviewing changes

5. Closing change requests

Key Components for Success

1. Formalizing the process 2. Defining the change program 3. Establishing a formal management structure4. Communicating to the appropriate stakeholders5. Involving people frequently to create champions of

change

Change Management and Mean Time to Repair (MTTR)

• MTTR is the average time it takes to recover a service to a level acceptable in the service level agreement.

• If we don’t know what changed, the first part of dealing with an incident is trying to figure that out!!!!

• Groups with poor change management spend an inordinate amount (as high as 80%) of the MTTR simply trying to figure out what changed.

• Phone calls, emails, running down the hall, etc.• MTTR is impacted negatively by poor change management.

Changes• Is IT paid to make changes or successful changes?• 80% of the fires IT fights are generated by IT!• Even if that number is high, a very large percentage of unplanned work (45% in

one client’s case) is caused by failed changes.• Change management isn’t about inspection – it’s about having appropriate

controls and processes.• “Inspection with the aim of finding the bad ones and throwing them out is too late,

ineffective, costly. Quality comes not from inspection but from improvement of the process.” – W. Edwards Deming

• Change management is a control gate but it also generates data that can, and must, be used to improve processes.

The Delusion of Speed• Getting things done quickly is vastly different than getting the right things done

quickly.• Beware the delusion of speed – you may be moving quickly, but is it in the right

direction?• AT Kearney tells us that 70% of business executives believe that technology

innovation is critical yet 80% of the actual investment is spent on infrastructure and core operations. 45% of business executives strongly agreed that IT was too focused on day-to-day IT requirements.This tells us that IT is losing traction due to problems.

• This is the curse of firefighting – investing too many resources in unplanned work.

Don’t try to eliminate risk!

Leve

l of

Ass

ura

nce

Level of Investment

100%

You can spend a fortune and you will

never truly hit a 100% level of

assurance.

The objective is to lower risk to an acceptable level, not eliminate it

because you can’t!

Change Management Process• You either follow it or you change it – there is no other

option.• Design a process that is sustainable.• The process must temper the need to support the

business with the need to manage risks.• The exact process needs to take the organization’s

unique mix of resources, business needs and risks into account.– For example, the process for a small company may look very

different than that of a firm in a highly regulated industry.

Tip: Implement a Detective Control

• To enforce the policy and drive cultural change, implement a detective control.

• At the outset, the rate of changes going through the process is often far smaller than the actual rate of changes going around the process.

• Integrity management systems specialize in monitoring key areas of systems for changes and reporting what is found.– Compare current production builds to last known good builds– Report on changes detected outside of approved maintenance windows– Prove that detected changes tie out to only approved changes

Emergency Changes• Emergency changes still follow a process• Change manager convenes the CAB or CAB/EC• They then quickly review resources, impact and urgency to make a go/no-

go decision.• The change manager can authorize without the CAB or CAB/EC• Emergency changes have higher risk as they follow an abbreviated process• Follow a defined escalation list• Follow a defined check list• Test in greater detail afterwards• Review in the next CAB meeting

Project Team• Executive Sponsors• Management Team• Project Manager / Project Assistant• Change Manager• USERS!!• Outside clients• Key stakeholders• Partners / vendors• Database administrators• IT!! (Technicians, engineers, system administrators, etc.)• Help Desk and Call Center• Users• Auditing / quality control manager

Business Dimension of Change

Elements of the business dimension of Change:

1. Business need or opportunity is identified

2. Project is defined (scope and objectives)

3. Proper management team is put in place

4. Risks, costs and business impacts are addressed

Business Dimension of Change

5. Business solution is designed (new processes, systems,

and organizational structure)

6. New processes and systems are developed

7. Solution is implemented into the organization

People Dimension of Change

Effective management of the people dimension of change requires managing five key phases:

1. Awareness of the need for change

2. Desire to make the change happen

3. Knowledge about how to change

4. Ability to implement new skills and behaviors

5. Reinforcement to retain the change once it has been made

Research shows that problems with this dimension of change is the most commonly cited reason for

project failures. In a study with 248 companies, effective change management with employees was

listed as one of the top-three overall success factors for the project. Helping managers be effective

sponsors of change was considered the most critical success factor overall.

“ADKAR”

Process Dimension of Change

Process elements for change:

1. Define methodology

2. Identification of activities

3. Back-out process documented

4. Prioritization of change tasks

5. Agreed upon Service Levels

Process Dimension of Change

6. Develop project plan

7. Identify documentation requirements

8. List training needs

9. Produce implementation plan

Technology Dimension of Change

Technology project elements of change:

1. Appropriate software and or hardware is identified.

2. Technical and functional requirements gathered.

3. Installation, develop, design, test, and pilot

4. Production installation

5. Final testing including user testing

6. Notification, audit trails, measurements

7. Solution is implemented into the organization

Recognize or identify change

Initiate request

Identify risk, cost, benefits

Prioritize requests

Schedule

Design prototype

Review

Gain approval“Include Help Desk and Call Center!”

Identify detailed reqs. Document

policies for support function

Gather knowledge

Identify training needs

Schedule and perform training

Populate knowledge base

Testing

Pilot

Production release

Post Implementation Review

Change Management

Model for Technology

Create Champions of Change

Help people feel comfortable with their being asked to do something differently.

1. Tend to think first about what they have to give up

2. Feel isolated even when others are going through similar changes

3. Different resilience levels, none of us can absorb unlimited change

4. Concerned that they don’t have enough resources

If not addressed all of these can lead to resistance.

Communication is Key• 1. Build a comprehensive communications plan targeting affected units and stakeholders

• 2. Leverage preferred communications methods and vehicles

• 3. Focus initial rounds on creating awareness and building support

• 4. Provide periodic updates in subsequent rounds to keep all stakeholders informed and engaged.

• 5. Task senior executives to play an active role:

– Sponsorship – in global communications and funding

– Participation – in key project activities

– Engaging – other key stakeholders

• 6. Involve other leaders through working sessions

• 7. Leverage other communication events and training sessions to involve entire staff

• 8. Create a “stakeholder engagement” plan for active involvement

• 9. Collect stakeholder concerns during all interactions

• 10. Build buy-in to the business case

• 11. Leverage “quick wins” and test and learn activities

• 12. Build comprehensive reporting

27

In Order to Succeed1. Actively monitor project activities

2. Track concerns and issues along the way and determine appropriate action

3. Leverage existing organizational processes for conducting formal “readiness assessments”

4. Ensure the change leverages existing organization norms for:• Cross-organizational involvement • Active use of steering committees

5. Adopt a partnership approach with vendors and or consultants to facilitate results

6. Leverage best practices for Program Management

7. Create a roadmap or overall approach to achieve the vision

8. Adopt a phased implementation approach

9. Focus on quick wins along the way, but understand them for what they are (motivation)

28

Organizational Change Management

• It is not uncommon for an organization to choose to conduct a project that will have impact on the organization itself. Examples:

– New Time and Attendance System– New email system– Transition from paper to electronic Requisitions– Change from primarily print to primarily electronic

media– Introduction of a new technology (e.g. EDMS)– Distribution of workers in new office space


• The PMBOK makes scant reference to organizational change.

– This may be deliberate, since the PMBOK is designed to address those aspects of Project Management that are common to most or all projects, and there are many types of projects for which Organizational Change is not a significant factor (e.g. Construction of a new building).


• Nonetheless, Organizational Change Management can be of serious concern to any organization whose projects will require change either in its customers or within the organization itself.

• So we will focus on Organizational Change here, in an effort to give you some insight on how to more effectively manage the People side of technology projects.


• What is Organizational Change?

– It is generally considered to be an organization-wide change, as opposed to smaller changes such as adding a new person. (See first slide of this section for examples)

– It includes the management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.

– When the change is fundamental and radical, one might call it organizational transformation


• What provokes Organizational Change? Examples:

– Management adopts a strategy to accomplish some overall goal

– May be provoked by some major outside driving force, e.g., substantial cuts in funding

– An Organization may wish to evolve to a different level in their life cycle, e.g. from traditional government to e-government

– Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization


• Upper Management undertakes these projects because they believe that there is sufficient gain to the organization to warrant the expense.

• Upper Management usually moves forward on the basis that since it is in everyone’s best interest, those individuals affected will of course endorse the project and work to make it a success.

• All too often Upper Management receives a rude shock.


• It can be very difficult to introduce change to an organization. Failure to recognize and deal with this fact has been the cause of many project failures.

– Folger & Skarlicki (1999) - "organizational change can generate skepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements" (p. 25).


• As the project manager, you must be aware of the extent to which your projects may introduce organizational change, and then you must deal with this issue.

– Coetsee (1999) states "management's ability to achieve maximum benefits from change depends in part on how effectively they create and maintain a climate that minimizes resistant behavior and encourages acceptance and support" (p. 205).

Foundation for Success

• Involve people up-front and gain their support• Identify the team and stakeholders• Utilize standard procedures

– Change control– Documentation– Communication paths

• Deploy technology following a formal process


• Take a moment to think of an example of organizational change that you have experienced.

– Was it successful? Did it go smoothly?– What were your feelings early on? Later?– What did the people around you say about it?


• Why is Organization-wide Change difficult to accomplish?

– Organizations go through four stages on the way to achieving their strategic objective:

• Denial• Resistance• Exploration• Renewal


– As the Organization works its way through these stages, there can be a negative impact on Productivity. This is referred to as the Productivity Dip and is portrayed on the next slide.



– Minimizing the size and duration of this Productivity Dip is dependent upon quickly creating acceptance to the strategic plan and all that it entails.

– But gaining that acceptance is often a difficult process, as some employees will, for various reasons, seek to block the change


• Factors in Organizational Change

– Efforts by employees to block the intended change is referred to as Resistance to Change.

– Resistance to Change has been defined as:• ”...behavior which is intended to protect an

individual from the effects of real or imagined change" - Alvin Sander, 1950

• ”...any conduct that serves to maintain the status quo in the face of pressure to alter the status quo“ – Zaltman and Duncan, 1974

When you say Change, they say:

“This is a waste of time.”

“Why change if it was working just fine before?”

“If it ain't broke, don't fix it.”

“They never tell us what’s going on!”

“How soon will this happen?”

“How will this impact me?”

“Will I receive new training?”

“What’s in it for me.”

“I doubt they are really serious about this.”

Natural reaction to change: ResistAwareness of need to change: critical ingredient and must come first



– Resistance is a natural and inevitable reaction in an organization. You can expect it

– Resistance is sometimes hidden, so it may be necessary to take active steps to find it

– There are many reasons for resistance; it is important to understand it

– We manage resistance by working with people, and helping them deal with their concerns

– There are many ways to build acceptance. It is important to be flexible. But persist!



– The key to successful management of organizational change lies in the people.

• They are the agents for successful transformation of the organization.

• They determine the Return on Investment from this process

– So let’s have a look at where Resistance to Change comes from and how to best manage it


• Resistance to Change

– Why people resist change:• Resistance to change can be a defense mechanism caused by

frustration and anxiety • Individuals may not be resisting the change as much as they

are resisting a potential loss of status, pay, comfort, or power that arises from expertise

• In many case there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it, e.g. fear that one will not be able to develop new skills and behaviors that are required in a new work setting



– Why people resist change:• There may be resentment in disgruntled employees due to a

perceived unfairness of the change. This can be strong enough to lead to sabotage.

• Some employees may see the change as a violation of "personal compacts" management has with their employees. This can involve elements of mutual trust, loyalty and commitment and go very deep

• An employee may have a “competing commitment” that is incompatible with the desired change



– Why people resist change:

• An employee may be operating on the basis of a desire to protect what they feel is the best interests of the organization

• An employee may provoke insightful and well-intended debate, criticism, or disagreement in order to produce better understanding as well as additional options and solutions.



– The take-home message from all this is that there is no simple explanation for Resistance to Change, and therefore no simple way to circumvent it.

– Indeed, there are instances where an employees “resistance”, although not in the plan, could result in beneficial consequences


• How prevalent is Resistance to Change?

– It is generally acknowledged that in an average organization, when the intention for change is announced:

• 15% of the workforce is eager to accept it• 15% of the workforce is dead set against it• 70% is sitting on the fence, waiting to see what happens

Bridges Transition Model•From Dr. William Bridges, Ph.D., Transition — The Personal Path Through Change :

• Phase 1: Endings: Every transition begins with an ending, a loss. When things change, people leave behind the way things were — and the way they were in the previous situation. They may be left searching for a new way to define themselves.

• Phase 2: The Neutral Zone The neutral zone is a confusing in-between state, when people are no longer who and where they were, but are not yet who and where they're going to be. Although the neutral zone can be distressing, it also provides many opportunities for creative transformation.

• Phase 3: New Beginnings A new beginning can only happen after people have let go of the past and spent some time in the neutral zone. In this phase, people accept the reality of the change and start to identify with their new situation.


• How can I best accomplish Organization-wide Change? The high-level view:

– Get senior management agreement (i.e. conflicting goals can kill the project!)

– Identify a champion who can articulate the reasons for and advantages of the change

– Translate the vision for change into a realistic plan and then carry out the plan

– Involve people from every area of the organization– Communicate. Communicate. Educate. Educate. – Get organizational buy-in to the change– Modify organizational structures so that they will sustain the

change

Managing Organizational Change

– From Carter McNamara, PhD, www.mapnp.org• (Management Assistance Program for Non-Profits)

Widely communicate the potential need for change. Communicate what you're doing about it. Communicate what was done and how it worked out. Communicate that Senior Management backs this strategy unanimously.

Get as much feedback as practical from employees, including what they think the problems are and what should be done to resolve them. If possible, work with a team of employees to manage the change.

Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish? Communicate the goals!



Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not? Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan.

Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project.

The process won't be an "aha!" It will take longer than you think.

Keep perspective. Keep focused on meeting the needs of your customer or clients.



Take care of yourself. Organization-wide change can be highly stressful.

Don't seek to control change, but rather expect it, understand it and manage it.

Include closure in the plan. Acknowledge and celebrate your accomplishments.

Read some resources about organizational change, including new forms and structures.

Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change.


• Summary

– Organizational Change Management is “all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change”.

– The goals of Change Management are:• The successful design, implementation, measurement and

maintenance of an organization’s change initiative• Enhancement of their on-going capacity for managing change


• Summary

– Enterprise Transformation is driven by an underlying strategy that organizes and energizes people to understand, embrace and make full use of new process and technology

– Degree of success of this endeavor is measured by the level and nature of the business impact achieved

The Real Key to Success

• Provide adequate attention to the human side of technology projects and you will eliminate one of the greatest causes of technology project failure.

Origins of Resistance• Resistance is inevitable, not bad

– Change generates anxiety• Learning anxiety- not an expert, temporary

incompetence, time & energy, may not master• Situational Anxiety- consequence if we don’t change

– People generally work to conserve energy-or lower anxiety

– Why will people choose to change- the situation• “because it matters”• “because my colleagues take it seriously””• “because it works”

How Intense is the Resistance?

• Level 1: Resisting the Idea Itself- a cognitive difference of

opinion.

– Misinformation, missing data, conflictive data, misunderstandings

about tradeoffs…

• Level 2: Resistance due to deeper emotional issues

– Feelings of being undervalued, taken advantage of, distrust, fear of

isolation, lack of incentives, loss of respect, world issues…

• Level 3: Deeply Embedded

– Historic animosity, basic differences in values, totally different goals…

Maurer, Rick, Beyond the Wall of Resistance, Austin, Texas: Bard Press, 1996, chapter 8

• Dismissal: “You’re an idiot.”• Bulldozer: “You just don’t understand and I will

try again to convince you of the correctness of my approach.”

• Let’s talk: “What you say has merit. Let me understand your concerns and let’s review how an alternate proposal might address your concerns.”

• Anticipate: Don’t be placed in a position of selling a proposal; instead position yourself as responding to a felt need

Responses to Resistance

Guides: Responding to resistance• NO. 1: Maintain clear focus

– Keep both long and short view, persevere• NO. 2: Embrace resistance• NO. 3: Respect those who resist

– Respect vs. trust– Listen with interest– Tell the truth

• NO. 4: Relax– Stay calm to stay engaged– Know their intentions

• NO. 5: Join with the Resistance– Begin together– Change the game– Find themes and possibilities

Maurer, Rick, Beyond the Wall of Resistance, Austin, Texas: Bard Press, 1996, chapter 5

Signs of resistance• Confusion• Immediate Criticism• Denial• Malicious Compliance• Sabotage• Easy Agreement• Deflection (change the subject)• Silence• In-Your-Face Criticism

Maurer, Rick, Beyond the Wall of Resistance, 2

FUD

•F EAR•U NCERTAINTY•D OUBT

FUD – The Consequences•The most talented and marketable resources will opt for more certain employment (with someone else)•Turnover will be higher•It will be difficult to attract new talent to the organization•Personal productivity will be impacted•Business as usual and transition work will get mixed up – loss of focus on both•Lines of authority and job responsibilities will become blurred•Communications will become reactive – countering misinformation•The outside world will know about the FUD

FUD – The Strategy

•Acknowledge that not everything is known or decided•If you don’t have the answer to the question, know how and when you will•Know how everyone will be involved in the process of creating certainty•Have a solid plan and demonstrate that you are following it to build confidence•Counter balance FUD with visible competent leadership

The Planning Process

1. Stakeholder Analysis2. Develop Strategies

• Staffing Strategy• Communications Strategy• Change Management Strategy

3. Develop Integrated Project Plan4. Execute

Stakeholder Analysis Process

1. Identify Stakeholders2. Analyze Needs and Wants3. Identify Barriers to Change4. Best Means for Communication5. Ideas for Participation and Leveraging their Skills

and Knowledge

Stakeholder Table

Stakeholder Needs and Wants

Barriers to Change

Best Means

Ideas for Participation

Merger Scenario•You are the owner of a privately owned business in Halifax with a significant market share in Ontario, Quebec and Atlantic. You have worked out a deal with a Calgary based company with products in the same sector (but not a competitor) to merge into a Canada-wide public company. There are about 200 employees in each company. Your operations overlap in the Ontario and Quebec markets, each with sales and distribution offices in Toronto, London, Montreal, and Quebec. Your primary assumptions for this merger are to increase market share for each product line while at the same time improving costs by consolidation of some assets and reduction in overheads. You expect some reduction in total staff at first but you anticipate that the new company will grow at a rate of at least 10% per year after the merger is complete.

Who are the Stakeholders?

• Executive Management• Management• Employees• Customers• Shareholders• Distributors• Retailers

Exercise One – Stakeholder Analysis

• For your assigned Stakeholder group complete the analysis:

1. Analyze Needs and Wants2. Identify Barriers to Change3. Best Means for Communication4. Ideas for Participation and Leveraging their Skills and

Knowledge

Staffing Strategy•Are there going to be jobs lost? If so, how many?•How will you decide who gets the jobs in the new organization structure?•Who will decide if I am going to get fired or not?•When and how will I know what is going to happen to me?•If I get to stay will my pay and benefits change?•What happens if I get fired?•How will I know that you are going to treat me fairly?•Who do I go to if I have questions about my employment?•Could my job be moving to another city? If so, will you help me move?•How will you reduce the risk of constructive dismissal and legal challenges?

Communications Strategy•Why is this happening?•What are the benefits that you hope to achieve?•Where can I go to find out more information about the changes?•What means will you be using to communicate this to all the stakeholders?•What are the key messages that everyone needs to know by heart?•When and how often will you be providing more information?•What role will leaders play in the communications plan?•How will stakeholder feedback be gathered?•How will the effectiveness of your communications be measured?•What protocol will be used with external media?

Change Management Strategy•How will you come up with the new organization structure?•How are you going to figure out what changes will be made to our business processes?•What resources (financial and human) will be required to do the transition work?•How will I keep day to day operations humming while all this is going on?•What expertise will I need that I don’t have to carry out the transition?•Which systems will we be using to run the organization going forward?•How will you help me to learn the skills I need to do my new job?•Who will be training me?•When will I stop doing my current job and move into my new role?•How can I learn more about the overall changes that are occurring?•Will I get a chance to participate in the development of the new roles and processes?

Exercise Two – Developing Strategies

• Group 1: Staffing Strategy – Come up with a Strategy for how jobs will be filled in the resulting organization

• Come up with alternatives• Pick the one that makes the most sense for the scenario

• Group 2: Communications Strategy – Develop 2 Key Messages• Come up with what you think will be the most frequently asked questions• Choose 2 and develop key messages for each

• Group 3: Change Management Strategy – Come up with a strategy to determine the location(s) of Head Office functions for the combined organization

• Come up with alternatives• Pick the one that makes the most sense

Integrated Planning

•Why integrated planning?– Systems facilitate communications– Communications facilitate participation– Participation enhances training– Business processes, systems and job descriptions

are intertwined– External stakeholders will notice as soon as the

left and right hands are not acting together

Achieving Integrated Planning

– Have a cross company Executive Steering committee– Have a dedicated Project Team to lead the transition– Provide project management support to

management through the dedicated project team– Have HR and Communications as key members of the

Executive Steering Committee and the Project Team– Identify milestones and key indicators and report on

them regularly

Process Change ModelK

urt

Lew

in,

1947

Three Phases of ChangeLewin

1. Unfreeze Motivate and make the individual or group ready to changeCan be positiveLet them see need for changeSet up a Significant Emotional Event (SEE)Show the benefits and rewards of changeNegative: Drastic unfreezing is disruptive, demeaning, and humilitating

ProcessStep

2. Changing Identification occurs when models are provided for individualsto learn and identify with new patterns

Internalization is where new behaviors are required in order to succeed.Effective change often combines identification and internalization strategies.Compliance occurs when you are forced to change through manipulation

by rewards or punishment by someone in a power position. When thechange agent is no longer present, the change behavior usually reverts.

3. Refreezing Reward and provide supportReinforcement strengthens behavior

Continuous reinforcement (for fast learning), however, extinction can setin when reinforcement stops.

Intermittent reinforcement is used after learning has taken place. Thiswill help ensure a long-lasting change and avoid extinction


The Freezing – Unfreezing Model(aka Process Change Model)

Unfreezing FreezingChange

Assist those changing to visual the changed environment

Institutionalize the change


Select the Change AgentSelect the Change Agent

Execute Contract with CAExecute Contract with CA

Change is PlannedChange is Planned

CA Selects ResourcesCA Selects Resources

Strategy for Change is DevelopedStrategy for Change is Developed

Change is ImplementedChange is Implemented

Success Criteria MetSuccess Criteria Met

Evaluation and RevisionEvaluation and RevisionDismiss the Change AgentDismiss the Change Agent

Change Agent Model (aka Model for Planned Change)

Change Agent Model (aka Model for Planned Change)


Sources

• Ivy Meadors, “Change Management”• PMBOK / 3E• Rituraj Saikia, “Change Management in IT”• George Spafford, “The True Value of Change Management”• Gary Evans, “Organizational Change”• Gerry Giffin, “Change Management Skills”• Karan Watson, “Better Change Management”• Somerville, “Software Engineering”, 7th edition

83

Documents

AD643 Project Communication Management Class Ten Boston University - Metropolitan College