Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service

Lundy, Valerie; Morin, Pierre-Paul

doi:10.1002/pmj.21355

Cited by 46 publications

(49 citation statements)

References 69 publications

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“…(i) Inertia of employees (Resistance to change): Lundy and Morin (2013) state that how resistance to change or employees' inertia is one of the frequently encountered barriers for effective project risk management and leadership. As stated by Tummala et al (1997), primary reasons for resistance are often lack of clarity and uncertainty of change, pressure, interference with interests, and reluctance to learn something new and hence managing resistance to change.…”

Section: Barriers In Project Risk Managementmentioning

confidence: 99%

Analysis of interactions among barriers in project risk management

et al. 2017

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In the context of the scope, time, cost, and quality constraints, failure is not uncommon in project management. While small projects have 70% chances of success, large projects virtually have no chance of meeting the quadruple constraints. While there is no dearth of research on project risk management, the manifestation of barriers to project risk management is a less dwelt topic. The success of project management is oftentimes based on the understanding of barriers to effective risk management, application of appropriate risk management methodology, proactive leadership to avoid barriers, workers' attitude, adequate resources, organizational culture, and involvement of top management. This paper represents various risk categories and barriers to risk management in domestic and international projects through literature survey and feedback from project professionals. After analysing the various modelling methods used in project risk management literature, interpretive structural modelling (ISM) and MICMAC analysis have been used to analyse interactions among the barriers and prioritize them. The analysis indicates that lack of top management support, lack of formal training, and lack of addressing cultural differences are the high priority barriers, among many others.

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Section: Barriers In Project Risk Managementmentioning

confidence: 99%

Analysis of interactions among barriers in project risk management

et al. 2017

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“…In particular the senior person of the organisation must be an active and visible supporter of the change initiative (Parker, 2012). Moreover, the coalition will act as a supportive force for the change initiative (Lundy & Morin, 2013). However, successful change interventions have been found to operate outside the normal hierarchy of an organisation (Kotter, 1995).…”

Section: Vision and Leadershipmentioning

confidence: 99%

“…In particular, a transparent and fair decision process has to be put in place to underpin discussions around conflict and their resolution (Bateh, Castaneda & Farah;. There needs to be continual two-way dialogue that is inspiring, motivational; and which confirms what value the change will bring in terms of productivity, effectiveness and efficiency (Lundy & Morin, 2013).…”

Section: Vision and Leadershipmentioning

confidence: 99%

“…In addition to exceptional intellect and cognitive skills, change leaders need to display (soft) people skills, good communication skills, positive commitment and involvement, flexible attitude, change expertise, empowerment, strategic vision and a high level of emotional intelligence (Lundy & Morin, 2013;Goleman, 2004;Clarke, 2010;Kotter, 1995). These traits will support trust and commitment, encourage information exchange, inspire and motivate people and successfully manage conflicts (Clarke, 2010).…”

Section: Vision and Leadershipmentioning

confidence: 99%

“…Thirdly, the change agent needs to create a strong coalition that has the power, information, expertise, information and relationships to support the change (Lundy & Morin, 2013). This coalition has to involve senior management, middle managers, supervisors and workers representatives.…”

Section: Vision and Leadershipmentioning

confidence: 99%

See 2 more Smart Citations

Preparing for productivity intervention initiatives

Crouzet

Parker

Pathak

2014

International Journal of Productivity and Performance Management

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Abstract:Purpose -Resistance to change is cited as a significant reason why productivity initiatives fail. Therefore, effectively managing and overcoming resistance to change is a critical factor for the successful outcome of any intervention. This paper explores current knowledge of resistance to change and seeks to review the literature and so understand what methods can be used to manage change initiatives. Design/methodology/approach -An extensive literature review has identified theories, frameworks and methodologies to successfully manage and overcome resistance to organisational change. Findings -Managing and overcoming opposition to change starts by assessing the types of resistance; and this classification will form the basis for the development of an implementation strategy to reduce resistance. This includes creating readiness and urgency for change, creating a vision for change, having employees participate in the change effort, training and coaching employees, effectively communicating the change, creating and planning for quick wins, and refreezing the organisation. Research limitations/implications -The tools and techniques presented in this article need to be adapted to the organisation's specificities as well as to the contextual situation. Originality/value -Today's competitive, uncertain and fast paced economic environment requires organisations to change in order to maintain or develop their competitive advantage. This paper combines numerous theories, frameworks and methodologies to successfully manage and overcome resistance in order gain acceptance and meet the desired needs.

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