Abstract
![CDATA[For many years Organisations implementing change Projects have noticed that their projects often fail or have sub-optimal results. The first academics to study this field (Lewin 1945) believed that the issue was solely caused by the method and sequence of events that were selected by the Management team. The term “resistance to change” has been used to describe the way an organisation does not change as expected. In recent times “resistance to change” term has been placed on employees and their attitudes rather than systems or management (Schalk, 1998). A Project Manager should know that “resistance” or barriers to change remain common in the workforce as indicated by interviews by this researcher on the topic. Rather than resistance being just one person or single cause it may be that resistance is derived from multiple sources (Goltz, 2003). Resistance may not be just an employee or a manager derived issue but rather its roots may lie with leadership at the top of the organisation or Project. Project Managers may need to consider whether their Sponsors and Senior Manager are supporting the change, as well as how they can be involved and assist with leading the change.]]
Original language | English |
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Title of host publication | Delivering Benefits and Value: Proceedings of the Australian Institute of Project Management National 2014 Conference, 12-15 October 2014, Brisbane Convention and Exhibition Centre, Australia |
Publisher | Australian Institute of Project Management |
Pages | 1-5 |
Number of pages | 5 |
ISBN (Print) | 9780646929255 |
Publication status | Published - 2014 |
Event | Australian Institute of Project Management. Conference - Duration: 12 Oct 2014 → … |
Conference
Conference | Australian Institute of Project Management. Conference |
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Period | 12/10/14 → … |
Keywords
- project management
- organizational change
- leadership