Change Management and Dealing with Resistance

Jürg Kuster, Eugen Huber, Robert Lippmann, Alphons Schmid, Emil Schneider, Urs Witschi and Roger Wüst

Chapter Chapter 21 in Project Management Handbook, 2015, pp 267-281 from Springer

Abstract: Abstract These days, almost every project initiative leads to small or large changes in the core organisation. Innovation nearly always affects some of a company’s business processes. It leads to new operational structures, to different organisational units, to previous work becoming unnecessary, to services being defined differently. The changes always lead to the people involved having to change their activities, their behaviour or even their attitude. And in order to take people along on that journey of change, a project management approach that concentrates purely on objective goals will not suffice. More focused project activities and project leadership are needed in order to help people engage with the changes that impact on behaviour. And this becomes all the more important given that expectations around the time taken to implement change are getting ever shorter. The ongoing coordinated measures taken around these changes can be referred to as change management (Fig. 21.1).

Date: 2015
References: Add references at CitEc
Citations: View citations in EconPapers (1)

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-662-45373-5_21

Ordering information: This item can be ordered from
http://www.springer.com/9783662453735

DOI: 10.1007/978-3-662-45373-5_21

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().