scholarly journals Socio-political Dynamics in the Pre-initiation Phase of Organisational Change Projects: Approaching Projects as a Contested and Negotiated Space

2016 ◽  
Vol 100 ◽  
pp. 298-304
Author(s):  
Yvonne Beach ◽  
Tracey Coule
Keyword(s):  
Organisational Change ◽  
Initiation Phase ◽  
Political Dynamics ◽  
Change Projects

scholarly journals Project managers’ and change managers’ contribution to success

2016 ◽  
Vol 9 (2) ◽  
pp. 451-465 ◽  
Author(s):  
Julien Pollack ◽  
Chivonne Algeo
Keyword(s):  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Organisational Change ◽  
Project Managers ◽  
Content Type ◽  
Critical Success ◽  
Project Risks ◽  
Change Projects ◽  
Specific Project

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

scholarly journals Managing people and learning in organisational change projects

2017 ◽  
Vol 30 (6) ◽  
pp. 923-935 ◽  
Author(s):  
David Shaw
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Organisational Change ◽  
Organisational Learning ◽  
Sense Making ◽  
Content Type ◽  
Project Outcomes ◽  
New Ideas ◽  
Change Projects ◽  
Internal Sense

Purpose The purpose of this paper is to assess the influence of people management practices on the outcomes of organisational change projects through their contributions to organisational learning. The contributions to their outcomes of particular corporate and project-specific people management practices are considered. Design/methodology/approach Case studies of two organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine how far and in what ways people management practices influence the outcomes of such projects. Organisational change is considered as an instance of organisational learning, which in turn is examined in relation to the twin activities of developing new ideas and internal sense-making. Findings Evidence is presented that certain people management practices, individually and in combination, influence the outcomes of organisational change projects significantly through their contributions to organisational learning. Research limitations/implications Research into the influence of particular people management practices, and the contexts and processes through which it is exerted, is necessary to develop more generalisable conclusions. This influence is liable to be invisible to less granular research into people management as a general construct. Originality/value Research into the use of project management methods specifically to implement organisational change is sparse. The findings of this paper contradict findings from research into the influence of people management on project outcomes in general, which suggest that it does not have a significant effect.

scholarly journals Partners and plagiarisers: dualities in consultants’ influence on organisational change projects

2019 ◽  
Vol 32 (1) ◽  
pp. 51-66 ◽  
Author(s):  
David Shaw
Keyword(s):  
Change Management ◽  
Design Methodology ◽  
Organisational Change ◽  
Future Research ◽  
Strategic Partnerships ◽  
Content Type ◽  
Management Consultants ◽  
The Past ◽  
Management Consultancy ◽  
Change Projects

Purpose The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects. Design/methodology/approach The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue. Findings The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects. Originality/value Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

scholarly journals Ambiguous workarounds in policy piloting in the NHS: Tensions, trade‐offs and legacies of organisational change projects

2021 ◽  
Vol 36 (1) ◽  
pp. 17-43 ◽  
Author(s):  
Mhorag Goff ◽  
Damian Hodgson ◽  
Simon Bailey ◽  
Michael Bresnen ◽  
Rebecca Elvey ◽  
...  
Keyword(s):  
Organisational Change ◽  
Trade Offs ◽  
Change Projects

Organisational intelligence and successful change in NHS organisations

2020 ◽  
Vol 26 (3) ◽  
pp. 78-83
Author(s):  
Alastair Beattie ◽  
Birju Bartoli
Keyword(s):  
Emergency Department ◽  
Systems Thinking ◽  
Organisational Change ◽  
Electronic System ◽  
Venn Diagram ◽  
Clinical Model ◽  
Change Projects ◽  
Multidisciplinary Group ◽  
Successful Change

Change or transformation projects within the NHS can range from an extensive organisational change, such as a new clinical model, to altered clinical processes or even the development and implementation of a new IT system. However, it is common for such projects to fail. The authors of this article used both experience and multidisciplinary group reflection to produce a Venn diagram showing the interactions between three ‘intelligences’ – intellectual, emotional and organisational – and why the use of all three together is essential to successful change projects. Organisational intelligence is not easy to define; it is something that successful systems-thinking people ‘just get’ after they have worked in their organisation for a while. This article describes what is meant by this term, provides a checklist which others may find helpful and outlines an example involving the implementation of an electronic system for triage and observations in a large emergency department.

ANALISIS IMPLEMENTASI PROYEK PERUBAHAN JANGKA MENENGAH ALUMNI PELATIHAN KEMEMIMPINAN TINGKAT IV TAHUN 2017

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Embung Megasari
Keyword(s):  
Leadership Development ◽  
Work Teams ◽  
Development Program ◽  
Medium Term ◽  
Internal Factors ◽  
Interview Technique ◽  
Term Change ◽  
Development Change ◽  
Change Projects ◽  
Leadership Development Program

This study aims to explore the factors of the implementation of Midterm-term Change Project proposed by alumni of Leadership Development Program (Diklatpim) Level held in 2017 in the Riau Province. Data was collected using interview technique and review of related documents. The informants included three parties namely the alumni as the owner of the change project, the alumni superior as the mentor and organizer of the Training. The results showed, from the perspective of implementation, there were internal factors (low willingness, seriousness and motivation, as well as alumni communication with limited work teams) and external (unavailability of IT staff, lack of support for infrastructure and budget facilities, inequality of perception between participants and stakeholders to supporting data, as well as the lack of direct attention of superiors as mentors) which is the cause of the suboptimal implementation of medium-term change projects. This research contributes to efforts to improve the implementation of medium- term change projects through an understanding of the factors that cause the low level of implementation of the project term change in 2017 Riau Province Diklatpim IV alumni.Keywords: leadership development, change project, training evaluation, Riau.

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