NYC Chapter Jeralyn Rittenhouse PMP

Improving Stakeholder Management Using Change Management Tools

Session Objectives

1.  Identify common change resistance challenges

2.  Diagnose resistance utilizing change management tools

3.  Integrate diagnostic tools into stakeholder management processes

4.  Optimize outcomes by leveraging common change management tools to more effectively identify, plan, and respond to common change resistance challenges

Antibiotics will eventually not work

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

Antibiotics will eventually not work

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

Antibiotics will eventually not work

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

Change resistance and antibiotics

Reactions?

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

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

Change Management

•  Key assumptions: –  People generally don’t like change –  Resources required –  People are generally predictable, working within

ranges

“Template” approaches possible to anticipate and respond to human behavior

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)

•  ….

Change Managers vs. Program Managers

•  Organization specific

•  Often interact / have a reporting inter-relationship

•  HR vs. PM

•  Most commonly CMs are PgM equivalent

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 Terrence Deal (2003)

Four Frame Model

•  Assess stakeholder perspectives or “frames”

ü Ask stakeholders to describe organization as simile ü Map interpretation to frame

•  Impacts: planning, expectation management, resourcing

Four Frame Model

•  “arenas”

•  conflict •  power •  resource scarcity

•  “tree”

•  purpose •  rituals / ceremonies

to build culture

•  “beehive”

•  individual needs •  training •  participative

management

•  “cog in the wheel”

•  processes •  teams •  “social architecture”

Structural Human Resources

Political Symbolic

Force Field Analysis

Progress toward change

Restraining forces

Driving forces

Force Field Analysis

Restraining forces

Driving forces

Un-­‐incentivised  Western  Medical  

Practitioners

Un-­‐incentivised  Western  

consumptionUn-­‐informed  populations  worldwide

Rate each force impact and tally totals

Awareness  program  

development

Changing worldwide antibiotic consumption

Six Methods to Manage Resistance (Kotter and Schlesinger)

•  Education and Communication – investing in informing people on rationale –  when resistance appears result of lack of / misinformation

•  Participation and Involvement – bringing stakeholders into change process more as active participants –  when resistance appears result of exclusion from process

•  Facilitation and Support – staffing up on emotional / physical / technical support –  when anxiety / uncertainty surfaces

Six Methods to Manage Resistance (Kotter and Schlesinger)

•  Negotiation and Agreement – incentivising adoption –  when resistant stakeholders are well positioned to undermine / cause

serious issues if needs not met

•  Manipulation – intentionally limiting information –  used when other methods are deemed too time / resource consumptive

•  Explicit / Implicit Coercion – threats of undesirable consequences –  high stake situations such as organization survival

Identify stakeholders

Map frames

Capture restraining /

driving forces

Assign responses

Update everything

Integration

Project  plan,  schedule,  budget,  setting  

expectations...

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Closing

•  Well-planned technical projects / programs still fail when not considering human behavior

•  Integrating CM tools in planning / oversight can help identify and plan for it

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Contact Information

Jeralyn Rittenhouse, PMP

Jeralyn.rittenhouse@pmi.org.uk

Linkedin.com/jeralynrittenhouse