Improving Stakeholder Management Using Change …...3. Integrate diagnostic tools into stakeholder...
Transcript of Improving Stakeholder Management Using Change …...3. Integrate diagnostic tools into stakeholder...
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