Resistance to Change Mapping - Revision history

Caroline at 19:27, 9 May 2023

2023-05-09T19:27:35Z

← Older revision		Revision as of 19:27, 9 May 2023
Line 42:		Line 42:


	[[File:PRINCE2 change models.png\|~~200px~~\|center\|thumb\|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]		[[File:PRINCE2 change models.png\|300px\|center\|thumb\|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

	The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI"/>.		The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI"/>.
Line 62:		Line 62:
	The tool is illustrated in Figure 2. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders or implement initiatives to accommodate the drawbacks of the future situation <ref name="Olsson_et_al"/>.		The tool is illustrated in Figure 2. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders or implement initiatives to accommodate the drawbacks of the future situation <ref name="Olsson_et_al"/>.

	[[Image:Change to restiance mapping figure.jpg\|~~300px~~\|center\|thumb\|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]		[[Image:Change to restiance mapping figure.jpg\|500px\|center\|thumb\|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]

	Additionally, the project manager should pay attention to the advantages of the current situation (column 2) and try to sustain as many of them after the project. As well as getting an understanding of the cost of the change which is equivalent to the difference between the advantages of the current situation (column 2) and the drawbacks after the project (column 3).		Additionally, the project manager should pay attention to the advantages of the current situation (column 2) and try to sustain as many of them after the project. As well as getting an understanding of the cost of the change which is equivalent to the difference between the advantages of the current situation (column 2) and the drawbacks after the project (column 3).

Caroline at 19:25, 9 May 2023

2023-05-09T19:25:41Z

← Older revision		Revision as of 19:25, 9 May 2023
Line 99:		Line 99:
	The results of using the tool can be seen in Figure 3.		The results of using the tool can be seen in Figure 3.

	[[Image:Change to restiance mapping figure example.jpg\|~~300px~~\|center\|thumb\|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]		[[Image:Change to restiance mapping figure example.jpg\|500px\|center\|thumb\|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]

Caroline at 19:15, 9 May 2023

2023-05-09T19:15:22Z

Caroline at 18:59, 9 May 2023

2023-05-09T18:59:04Z

← Older revision		Revision as of 18:59, 9 May 2023
Line 127:		Line 127:

	== Annotated bibliography ==		== Annotated bibliography ==


	<strong>Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag</strong>		<strong>Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag</strong>
Line 132:		Line 133:
	This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.		This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

			<strong>Kotter, J. P. (1999) I spidsen for forandringer (Leading Change). Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s</strong>

			In this book Kotter presents his findings based on 25 years of experience and knowledge gained from lots of organisations and companies. Eight common errors as to why changes in organisations fail are presented as well as an eight-step process for leading successful organizational change initiatives.

	<strong>Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review</strong>		<strong>Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review</strong>

Caroline at 18:32, 9 May 2023

2023-05-09T18:32:28Z

← Older revision		Revision as of 18:32, 9 May 2023
Line 3:		Line 3:

	According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from		According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
	https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref>. for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.		https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref> for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.
	The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to decrease unavoidable resistance to the change.		The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to decrease unavoidable resistance to the change.
	Dent and Goldberg <ref name="Dent_Goldberg		Dent and Goldberg <ref name="Dent_Goldberg

Caroline at 18:30, 9 May 2023

2023-05-09T18:30:45Z

← Older revision		Revision as of 18:30, 9 May 2023
Line 14:		Line 14:


	== ~~'''~~Change management ~~'''~~ ==		== Change management ==

	Change management has become increasingly important in organisations today due to the rapidly changing business environment. Technological advancements, globalisation, and increased competition are just a few of the factors that have forced organisations to adapt and evolve in order to remain competitive.		Change management has become increasingly important in organisations today due to the rapidly changing business environment. Technological advancements, globalisation, and increased competition are just a few of the factors that have forced organisations to adapt and evolve in order to remain competitive.
Line 34:		Line 34:


	== ~~'''~~Change management in projects ~~'''~~ ==		== Change management in projects ==
	There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:		There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:

Line 55:		Line 55:


	== ~~'''~~Resistance to Change Mapping ~~'''~~ ==		== Resistance to Change Mapping ==

	~~<strong>~~Introduction~~</strong>~~		=== Introduction ===

	Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. Using the tool, change managers can optimise their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.		Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. Using the tool, change managers can optimise their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
Line 72:		Line 72:


	~~<strong>~~Application~~</strong>~~		=== Application ===

	It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the [http://wiki.doing-projects.org/index.php/ConceptBox Concept Box]). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.		It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the [http://wiki.doing-projects.org/index.php/ConceptBox Concept Box]). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.
Line 85:		Line 85:


	~~<strong>~~Example: VR in training scenarios~~</strong>~~		=== Example: VR in training scenarios ===

	Imagine that a group of managers within an organisation with production has identified the need to change their current process of training new employees. The organisation has experienced an increase in the market demand which has caused them to change their production from only running during the day to running 24/7.		Imagine that a group of managers within an organisation with production has identified the need to change their current process of training new employees. The organisation has experienced an increase in the market demand which has caused them to change their production from only running during the day to running 24/7.
Line 110:		Line 110:


	== ~~'''~~Limitations~~'''~~ ==		== Limitations ==

	In the following section limitations of Resistance to Change Mapping is presented.		In the following section limitations of Resistance to Change Mapping is presented.
Line 122:		Line 122:
	*Since the name of the tool is <em> Resistance </em> to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.		*Since the name of the tool is <em> Resistance </em> to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.

	== ~~'''~~Conclusion~~'''~~ ==		== Conclusion ==
	When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy to the stakeholders.		When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy to the stakeholders.
	Resistance to Change Mapping can help to decrease the resistance to change and increase the likelihood of a successful implementation.		Resistance to Change Mapping can help to decrease the resistance to change and increase the likelihood of a successful implementation.

	== ~~'''~~Annotated bibliography~~'''~~ ==		== Annotated bibliography ==

	<strong>Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag</strong>		<strong>Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag</strong>
Line 137:		Line 137:
	This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.		This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

	== ~~'''~~References~~'''~~ ==		== References ==

	<references/>		<references/>

Caroline at 18:25, 9 May 2023

2023-05-09T18:25:29Z

← Older revision		Revision as of 18:25, 9 May 2023
Line 74:		Line 74:
	<strong>Application</strong>		<strong>Application</strong>

	It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the ~~<a> href="~~http://wiki.doing-projects.org/index.php/ConceptBox">Concept Box~~</a>~~). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.		It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the [http://wiki.doing-projects.org/index.php/ConceptBox Concept Box]). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.

	Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.		Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Caroline at 18:15, 9 May 2023

2023-05-09T18:15:14Z

← Older revision		Revision as of 18:15, 9 May 2023
Line 105:		Line 105:

	After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.		After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.

			[[Image:Change to restiance mapping figure example.jpg\|300px\|center\|thumb\|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]

Caroline at 18:09, 9 May 2023

2023-05-09T18:09:52Z

Show changes

Caroline at 21:17, 8 April 2023

2023-04-08T21:17:04Z

← Older revision		Revision as of 19:15, 9 May 2023
Line 2:		Line 2:
	Change in organisations is closely related to project management because many changes require a project-based approach to be implemented successfully. These kinds of project are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>.		Change in organisations is closely related to project management because many changes require a project-based approach to be implemented successfully. These kinds of project are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>.

	According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from		According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref> and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
	https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref> for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.		https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref> for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.
	The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to ~~decrease~~ unavoidable resistance to the change.		The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to reduce unavoidable resistance to the change.
	Dent and Goldberg <ref name="Dent_Goldberg		Dent and Goldberg <ref name="Dent_Goldberg
	"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people do not resist the change itself but the unknown. To accommodate the resistance, it is important to shed light on the doubts and uncertainties affected employees could have toward the change and the project manager's reasoning behind it <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>.		"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people do not resist the change itself but the unknown. To accommodate the resistance, it is important to shed light on the doubts and uncertainties affected employees could have toward the change and the project manager's reasoning behind it <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>.
Line 36:		Line 36:
	== Change management in projects ==		== Change management in projects ==
	There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:		There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:


	<em>“Change is as much about managing people’s expectations and perceptions as managing facts.”</em> <ref name="PRINCE2_change_quote"> " Chapter 21 – Considerations for organisational adoption. Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [3 May 2023]." </ref>		<em>“Change is as much about managing people’s expectations and perceptions as managing facts.”</em> <ref name="PRINCE2_change_quote"> " Chapter 21 – Considerations for organisational adoption. Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [3 May 2023]." </ref>


	To gain the support from those affected by the change the five bullet points in figure 1 should be taken into consideration. The Resistance to Change Mapping tool is especially useful for understanding the resilience of those who will be impacted by the change, making it clear to change managers which initiatives they need to implement or communicate more clearly.		To gain the support from those affected by the change the five bullet points in figure 1 should be taken into consideration. The Resistance to Change Mapping tool is especially useful for understanding the resilience of those who will be impacted by the change, making it clear to change managers which initiatives they need to implement or communicate more clearly.
Line 100:		Line 98:
	Each person took turn presenting a thought or concern on the basis of which dialogue occurred.		Each person took turn presenting a thought or concern on the basis of which dialogue occurred.
	The results of using the tool can be seen in Figure 3.		The results of using the tool can be seen in Figure 3.

			[[Image:Change to restiance mapping figure example.jpg\|300px\|center\|thumb\|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]


	Based on the findings the project manager was able to commence new initiatives that could remedy some of the drawbacks to avoid them from happening. An example could be to include time to train employees on the use of VR in the planning of the implementation or hire a VR expert who would be accessible for guidance and help whenever needed.		Based on the findings the project manager was able to commence new initiatives that could remedy some of the drawbacks to avoid them from happening. An example could be to include time to train employees on the use of VR in the planning of the implementation or hire a VR expert who would be accessible for guidance and help whenever needed.
	Some of the doubts and uncertainties of stakeholders could be eliminated by improving the communication strategy. Including the fear of employees getting easily replaced by anyone, stating the level of detail in the training guides and highlighting that their knowledge is still indispensable.		Some of the doubts and uncertainties of stakeholders could be eliminated by improving the communication strategy. Including the fear of employees getting easily replaced by anyone by stating the level of detail in the training guides and highlighting that their knowledge is still indispensable.

	After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.		After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.

	~~[[Image:Change to restiance mapping figure example.jpg\|300px\|center\|thumb\|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]~~



Line 114:		Line 112:
	In the following section limitations of Resistance to Change Mapping is presented.		In the following section limitations of Resistance to Change Mapping is presented.

	*It only provides a snapshot of the involved stakeholders thoughts related to the change; thus, it needs to be conducted several times throughout the project period. It can be time consuming, but it can ~~help~~ to ~~optimise~~ the overall time of the implementation.		*It only provides a snapshot of the involved stakeholders thoughts related to the change; thus, it needs to be conducted several times throughout the project period. It can be time consuming, but it can lead to optimisation of the overall time of the implementation.

	*The output is only as good as the team that uses it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. The team can be revised throughout the project period as the utilisation of tool is being reiterated.		*The output is only as good as the team that uses it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. The team can be revised throughout the project period as the utilisation of the tool is being reiterated.

	*The tool does not provide specific actions for project managers to implement or ~~provides~~ a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have. Thus, it is up to the project manager to translate the findings into specific initiatives.		*The tool does not provide specific actions for project managers to implement or provide a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have. Thus, it is up to the project manager to translate the findings into specific initiatives.

	*Since the name of the tool is <em> Resistance </em> to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.		*Since the name of the tool is <em> Resistance </em> to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.

	== Conclusion ==		== Conclusion ==
	When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy ~~to the stakeholders~~.		When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy.
	Resistance to Change Mapping can help to ~~decrease~~ the resistance to change and increase the likelihood of a successful implementation.		Resistance to Change Mapping can help to reduce the resistance to change and increase the likelihood of a successful implementation.

	== Annotated bibliography ==		== Annotated bibliography ==
Line 135:		Line 133:
	<strong>Kotter, J. P. (1999) I spidsen for forandringer (Leading Change). Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s</strong>		<strong>Kotter, J. P. (1999) I spidsen for forandringer (Leading Change). Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s</strong>

	In this book Kotter presents his findings based on 25 years of experience and knowledge gained from lots of organisations and companies. Eight common errors as to why changes in organisations fail are presented as well as an eight-step process for leading successful ~~organizational~~ change initiatives.		In this book, Kotter presents his findings based on 25 years of experience and knowledge gained from lots of organisations and companies. Eight common errors as to why changes in organisations fail are presented as well as an eight-step process for leading successful organisational change initiatives.

	<strong>Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review</strong>		<strong>Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review</strong>

← Older revision		Revision as of 21:17, 8 April 2023
Line 14:		Line 14:
	There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. This involves the five points listed in figure x. The Resistance to Change Mapping tool is especially useful in understanding the resilience of those who will be impacted by the change, thus making it clear to change managers which initiatives they need to implement or communicate more clearly.		There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. This involves the five points listed in figure x. The Resistance to Change Mapping tool is especially useful in understanding the resilience of those who will be impacted by the change, thus making it clear to change managers which initiatives they need to implement or communicate more clearly.

	[[File:PRINCE2 change models.png\|thumb\|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]		[[File:PRINCE2 change models.png\|200px\|center\|thumb\|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]


Line 34:		Line 34:


	[[Image:Change to restiance mapping figure.jpg\|~~frame~~\|~~40px~~\|~~center~~\|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]		[[Image:Change to restiance mapping figure.jpg\|300px\|center\|thumb\|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]


	== '''Application''' ==		== '''Application''' ==

	It is important to involve the right people when utilizing the tool, as the output is only as good as the team conducting the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial. The tool should be utilized early in the project and revised continuously, as it only provides a snapshot of the ~~stakeholder~~ opinions about the change<ref name="Olsson_airborn"/>.		It is important to involve the right people when utilizing the tool, as the output is only as good as the team conducting the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial. The tool should be utilized early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.

	Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.		Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

	Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.		Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

	To increase candor and quality of meetings, project ~~managers~~ can adopt different behaviors and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.		To increase candor and quality of meetings, project manager can adopt different behaviors and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

	It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that might increase psychological safety <ref name="Axtell"/>.		It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that might increase psychological safety <ref name="Axtell"/>.
Line 55:		Line 55:
	== '''Limitations''' ==		== '''Limitations''' ==

	Every tool has its limitations, including Resistance to Change Mapping. Some of the limitations include, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>). Additionally, the tool does not provide any specific actions for project managers to implement a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.		Every tool has its limitations, including Resistance to Change Mapping. Some of the limitations include, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. Additionally, the tool does not provide any specific actions for project managers to implement a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.

	Resistance to Change Mapping only provides a snapshot of the team’s thoughts related to the change, thus, it needs to be conducted several times throughout the project period.		Resistance to Change Mapping only provides a snapshot of the team’s thoughts related to the change, thus, it needs to be conducted several times throughout the project period.

Line 63:		Line 64:

	<strong>Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag</strong>		<strong>Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag</strong>

	This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.		This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.


	<strong>Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review</strong>		<strong>Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review</strong>

	This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.		This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.