People Skills: Ensuring Project Success—A Change Management Perspective

Abstract

This is one in a series of articles about the most effective models, methods, and processes of organization development (OD), also known as change management, a discipline that offers much to professionals intent on solving real-world problems. Because it is based on a systemic view of organizations, OD includes the whole universe of fuzzy people issues that increasingly determine the success or failure of efforts to implement otherwise flawless technical solutions. This article examines project success rates, suggests reasons for project failure, and provides ideas for dramatically improving the odds of project success based on established change management principles and processes.

Causal factors of low stakeholder engagement: a survey of expert opinions in the context of healthcare simulation projects

“…9 Failure to meet stakeholders' expectations in the simulation projects has been a common phenomenon, mainly as a result of lack of shared views between simulation providers and customers about the concept of success in the simulation projects. 10 The literature provides strong evidence that ''user/stakeholder engagement and support'' is the critical factor in the successful ending of various change projects in general, [11][12][13][14][15][16][17][18][19][20] and simulation projects in particular. 21,22 Recent studies in the context of healthcare suggest that ''low stakeholder engagement'' has created a significant limitation on the achievement of simulation modeling projects.…”

People Skills: Developing Soft Skills—A Change Management Perspective

“…We have examined the importance of Lewin's work in the area of change management many times in previous articles in this series (e.g., Levasseur 2001 and2010). Underlying Lewin's three-stage change model-unfreezing, moving, and refreezing-is the basic field theory formulation shown earlier in Equation (1) (Lewin 1951), which suggests that an individual's response to change is a function of the interaction of his or her personality and environmental factors (e.g., pressure to change, effectiveness of communication about the change and its potential impact).…”

How change management can prevent the failure of information systems implementation among Malaysian government hospitals?

“…Staff in one organization may respond to change differently from staff in other organizations because different organization may have different culture [6], [7]. Commitment from user and team member (Levasseur, 2010) is the key to the success in IS implementation. In some situation, conflict between users in different departments may affect the overall success of the IS project implementation [8].…”

“…Commitment from user and team member (Levasseur, 2010) is the key to the success in IS implementation. In some situation, conflict between users in different departments may affect the overall success of the IS project implementation [8]. Cooperation between departments is very important to eliminate any obstacles during IS implementation.…”

“…Cooperation between departments is very important to eliminate any obstacles during IS implementation. Monitoring and control as well as effective communication helps to overcome issues and sustain the implementation [6], [8], [9], [10]. In a sensitive environment like hospital, it is quite risky because patient lives may depend on the proper work of the systems [10].…”