RGC CHANGE – processes, methods and organizations for sustainable change management

Change definition

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

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
  • Change as a chain of processes
  • Differentiation in change types: organizational learning, further developing, transforming, radical new positioning
  • Different processes for different change types
  • Change as sequence of phases
  • Differentiation into 1st and 2nd order changes, but no further differentiation of change types
  • Concepts for managing the change phases
Change management
  • Integration during the overall change process
  • Differentiation of change management, process, project and program management
  • No clear differentiation between change management and project management 
Change management, process, project and program management
  • Synergies by considering interrelations; differentiation of change roles, program and project roles 
  • Relations are not being considered
Change management methods
  • Differentiation between content-related and process-related methods 
  • Focus on process-related methods  
Design of companies
  • Change management is institutionalized  
  • Change management as exception

 

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)
Links Publikationen
Top