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Improving Outcomes Through
Change Management: Integrating
Tools to the PM Lifecycle
Jeralyn Rittenhouse, PMP
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Change Managers vs. Program
Managers
• Organization specific
• Often interact/ have a reporting interrelationship
• HR vs. PM
• Most commonly CMs are the PgM equivalent
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Antibiotics will eventually not work
http://www.ted.com/talks/ramanan_laxminarayan_the_coming_crisis_in_antibiotics
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Antibiotics will eventually not work
http://www.ted.com/talks/ramanan_laxminarayan_the_coming_crisis_in_antibiotics
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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
– 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
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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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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
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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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The Force Field Analysis
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Closing
• Change is a function of a project / program
• Proactive planning will reduce risk
• Integrate to anticipate
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Contact Information
Jeralyn Rittenhouse
+1 808 777 8071
Linkedin.com/jeralynrittenhouse