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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

Jeralyn.rittenhouse@pmi.org.uk

+1 808 777 8071

Linkedin.com/jeralynrittenhouse