A change is a chain of processes, which have the objective to change several or all dimensions of an organization (its services, markets, organizational structures, processes, culture, personnel, infrastructure, finance, stakeholder relationships).
Considering the need and the potential for change the 1st order changes “organizational learning” and “further developing” and the 2nd order changes “transforming” and “radical new positioning” can be differentiated. Compared to the 1st order changes 2nd order changes result in a new identity of an organization.
Change management is the management of change processes. In order to manage different changes, different processes have to be performed. Projects and programs or chains of projects might be applied to structure change processes.
Change management requires the application of change management methods and the performance of the specific roles change owner, change manager, and change agents.
RGC CHANGE in comparison to traditional change management approaches
|Criterion||RGC CHANGE||Traditional change management|
|Change management, process, project and program management||
|Change management methods||
|Design of companies||
Publications related to RGC CHANGE
|Papers / book chapters:||Gareis, R., 2008. Change Management & Projekte. In: Wald A. (edt). Advanced Project Management, LIT Verlag, Berlin, 155-176
Special Issue des International Project Management Journal der IPMA:
Gareis, R., Huemann, M., 2010. Guest editorial: Changes & Projects, Special Issue International Journal of Project Management, 28(4)
Fiedler, S., 2010, Managing resistance in an organizational transformation: A case study from a mobile operator company, Special Issue International Journal of Project Management, 28(4)
Gareis, R., 2010, Changes of Organizations by Projects, Special Issue International Journal of Project Management, 28(4)
Huemann, M., 2010. Considering Human Resource Management when developing a project-oriented company: Case study of a telecommunication company, Special Issue International Journal of Project Management, 28(4)
Stummer, M., Zuchi, D., 2010,. Developing roles in change processes – A case study from a public sector organization, Special Issue International Journal of Project Management, 28(4)