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“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Improving Outcomes Through
Change Management: Integrating
Tools to the PM Lifecycle
Jeralyn Rittenhouse, PMP
2
Change Managers vs. Program
Managers
• Organization specific
• Often interact/ have a reporting interrelationship
• HR vs. PM
• Most commonly CMs are the PgM equivalent
3
Antibiotics will eventually not work
http://www.ted.com/talks/ramanan_laxminarayan_the_coming_crisis_in_antibiotics
4
Antibiotics will eventually not work
http://www.ted.com/talks/ramanan_laxminarayan_the_coming_crisis_in_antibiotics
5
Change resistance and antibiotics
Reactions?
http://www.ted.com/talks/ramanan_laxminarayan_the_coming_crisis_in_antibiotics
6
Reasons to resist
• Dislike
• Uncertainty/ lack of clarity
• Negative effects on
interests
• Attachments
• Breach of psychological
contract
• Timing/excessive change
• Believes change is
inappropriate
• Experience of previous
change/ how was
managed
7
Change Management as a practice
• Key assumptions:
– People generally don’t like change
– A lot of work is involved
– The more you can organize the work the more results
you’ll see
– Because people are also generally predictable, you
can create “template” approaches to managing
change
Change management and project / program management interact and can
mutually benefit one another
8
Change Management tools
• “Ten Commandments”
– Kanter, Stein and Jick (1992)
• “Ten Keys”
– Pendlebury, Grouard, and Meston
(1998)
• “12 Action Steps”
– Nadler (1998)
• “Transformation Trajectory”
– Taffinder (1998)
• “Nine-Phase Change Process
Model”
– Anderson and Anderson (2001)
• “Step-by-Step Change Model”
– Kirkpatrick (2001)
• 12-Step Framework
– Mento, Jones and Dimdorfer (2002)
• “RAND’s Six Steps”
– Light (2005)
• “Integrated Model”
– Lepplit (2006)
• ….
9
Integrating tools to the PM lifecycle
• Readiness assessments
– Ideally at the portfolio level
• If this doesn’t exist, the program and project level
• Mapping Stakeholder perspectives
• “Restraining” and “driving” forces
Focusing Change Management Where it Counts, PMI 2014
10
The Four Frame Model
“Organizations are filled with people who have their own
interpretations of what is and what should be happening.
Each version contains a glimmer of truth, but each is a
product of the prejudices and blind spots of its maker”
– Lee Bolman and Terry Deal (2003)
11
The Four Frame Model
• Stakeholder perspectives or “frames” assessment
• Ask the stakeholders to describe their organization as a
simile
• Map their interpretation to a frame
• Impacts: resistance planning, expectation
management, and resourcing
12
The Four Frame Model
1313
The Force Field Analysis
14
The Force Field Analysis
15
Six Methods to Manage Resistance
(Kotter and Schlesinger)• Education and Communication – investing heavily in informing people on
the rationale for change (when resistance appears as a result of lack of or
misinformation)
• Participation and Involvement – bringing stakeholders into the change
process more as active participants (when resistance appears to be a
result of being excluded from the process)
• Facilitation and Support – staffing up on emotional and physical/technical
support to aid in the execution of the change (when anxiety or uncertainty
surfaces as reaction to the change)
16
Six Methods to Manage Resistance
(Kotter and Schlesinger)• Negotiation and Agreement – Incentivising adoption of the change
– particularly helpful when resistant stakeholders are well positioned to
undermine and cause serious issues if their needs are not met
• Manipulation – intentionally limiting information to some stakeholders,
helping with stakeholder buy-in by giving them key roles in the change
process
– often used when the other methods are deemed too time or resourcing
consumptive for the change team
• Explicit and Implicit Coercion – threats of undesirable consequences to
the resistors
– high stakes situations, such as the survival of the organization is in
question if a particular change is not adopted
1717
The Force Field Analysis
18
Closing
• Change is a function of a project / program
• Proactive planning will reduce risk
• Integrate to anticipate
19
Contact Information
Jeralyn Rittenhouse
+1 808 777 8071
Linkedin.com/jeralynrittenhouse