“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

Session Code: EM15CHG01

Jeralyn Rittenhouse, PMP

2

Session Objectives

1. Identify common change resistance challenges

2. Diagnose change resistance utilizing change management

tools

3. Integrate diagnostic tools into project and program

management processes

4. Optimize project and program outcomes by leveraging

common change management tools during the project and

program life cycles to more effectively identify, plan, and

respond to common change resistance challenges

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

– Resources required

– More organized, more results

– Because people are also generally predictable, you

can create “template” approaches to managing

change

People operate within predictable ranges, you can create “template”

approaches to managing change

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

Change Managers vs. Program

Managers

• Organization specific

• Often interact/ have a reporting inter-relationship

• HR vs. PM

• Most commonly CMs are the PgM equivalent

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

17

Integration

http://www.ted.com/talks/ramanan_laxminarayan_the_coming_crisis_in_antibiotics

1. Identify stakeholders

2. Map frames

3. Capture restraining /

driving forces

1. Assign responses

2. Integrate to technical plans

“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.

Change Requirements

Assess organizational frame Expectations for

communications, level of

engagement

Capture restraining / driving

forces Overt and subversive resistance

Assign a response to each Team alignment – action oriented

Project Planning

Communications Plan

Stakeholder Management

Plan

Risk Matrix

Schedule

Budget

Integration

19

Closing

• Well planned technical projects / programs can still fail

without taking human factors into account

• Integrating CM tools to support planning and oversight

can increase confidence in outcomes and reduce risk

20

Contact Information

Jeralyn Rittenhouse

Jeralyn.rittenhouse@pmi.org.uk

+1 808 777 8071

Linkedin.com/jeralynrittenhouse