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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
Session Code: EM15CHG01
Jeralyn Rittenhouse, PMP
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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
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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
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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
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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)
• ….
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Change Managers vs. Program
Managers
• Organization specific
• Often interact/ have a reporting inter-relationship
• HR vs. PM
• Most commonly CMs are the PgM equivalent
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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)
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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
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The Four Frame Model
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The Force Field Analysis
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The Force Field Analysis
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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)
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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
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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
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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
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Contact Information
Jeralyn Rittenhouse
+1 808 777 8071
Linkedin.com/jeralynrittenhouse