Documente Academic
Documente Profesional
Documente Cultură
Technology Project
Management
by Jack T. Marchewka
Copyright 2006 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted
in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful.
Request for further information information should be addressed to the Permissions Department, John Wiley & Sons, Inc.
The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher
assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the
information contained herein.
Chapter 11
Managing Organizational
Change, Resistance, and
Conflict
Learning Objectives
IT Systems can be a
technical success but an
organizational failure.
False Beliefs
People want this change.
Monday morning well turn on the new system and
theyll use it.
A good training program will answer all of their
questions and then theyll love it.
Our people have been through a lot of changewhats
one more change going to matter?
We see the need for helping our people adjust, but we
had to cut something
They have two choices: they can change or they can
leave.
Change Management
Reactions to Change
What changes are you currently
experiencing?
School
Family
Personal
Future Shock
Figure 11.1
Change
Threshold
Change is a Process
Driving Forces
Present
State
Unfreezing
Resisting Forces
Transition
State
Changing
Desired
State
Refreezing
Figure 11.2
Emotional
Response
anger
acceptance
bargaining
stability
passive
denial
shock
testing
depression
Time
Structure
Technology
Task
Figure 11.4: Leavitts Model of Organizational Change
Reactions to Change
Change may
be an ending
mean giving something up
be stressful
be easier for those initiating the change
provide a basis for resistance and conflict
change the rules for success
Figure 11.3
Change Agents
The project manager and team
Targets of Change
The users
Must understand
The real impacts of the change
The breadth of change
Whats over and whats not
Whether the rules for success have changed
Normative-Reeducation Approach
Focus on the core values, beliefs, and established
relationships that make up the culture of the group.
Power-Coercive Approach
Compliance through the exercise of power
Environmental-Adaptive Approach
Although people may avoid disruption and loss, they
can still adapt to change
Types of Conflict
Traditional View
All conflict should be avoided
why cant we all just get along?
Contemporary View
Conflict is inevitable and natural
Positive conflict stimulates ideas
Lets agree to disagree!
Interactionist View
Conflict is necessary for performance
Devils advocate
Approaches to Conflict
Avoidance
Retreat, withdraw, or ignore conflict
Accommodation
Appease the parties in conflict
Forcing
Dominant authority resolves conflict
Compromise
Bargaining
Collaboration
Confronting and attempting to solve the problem by
incorporating different ideas, viewpoints, and perspectives.
Overcoming Resistance
Polarity Mapping
(Barry Johnson: Polarity Mapping:Identifying &
Managing Unsolvable Problems)
Polarity Mapping
Helps people get away from seeing only their
current initiative as being the solution to the
problem
Recognizes that one half of the polarity must be
managed Not a case of choosing one idea over another
New Terminology
Crusaders
those who want to shift emphasis to a
different pole
Tradition Bearers
those who recognize the upside of the current
pole and the downside of the pole the
Crusaders are advocating
Polarity Mapping
Polarity Mapping