DTU ProjectLab - User contributions [en-gb]

Resistance to Change Mapping

2023-05-09T19:27:35Z

Caroline:

Organisations today are constantly facing change as a result of factors such as technological advancements, changing market conditions, and changing customer demands.
Change in organisations is closely related to project management because many changes require a project-based approach to be implemented successfully. These kinds of project are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>.

According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref> and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref> for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.
The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to reduce unavoidable resistance to the change.
Dent and Goldberg <ref name="Dent_Goldberg
"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people do not resist the change itself but the unknown. To accommodate the resistance, it is important to shed light on the doubts and uncertainties affected employees could have toward the change and the project manager's reasoning behind it <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>.

Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest and the project manager. It deals with the current situation and the situation after the implementation, with further categorisation into the drawbacks and advantages of each<ref name="Olsson_et_al"/>.

The purpose of this article is to introduce the 'Resistance to Change Mapping' tool as a change management tool to evaluate oppositions of various stakeholders. The objective is to create a space for stakeholders to address their concerns and to provide opportunities for project managers to take initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success <ref name="Olsson_et_al"/>.

== Change management ==

Change management has become increasingly important in organisations today due to the rapidly changing business environment. Technological advancements, globalisation, and increased competition are just a few of the factors that have forced organisations to adapt and evolve in order to remain competitive.
Effective change management is critical to ensuring that changes within an organisation are implemented successfully and with minimal resistance. It involves a structured approach to transitioning individuals, teams, and the organisation as a whole from the current state to a desired future state, while minimising the negative impact of the change on employees and the organisation as a whole. In short, change management is essential for organisations to successfully navigate the challenges of today's fast-paced and ever-changing business landscape.

John P. Kotter is a professor at Harvard Business School and is known for his theories about change management. He has collected the eight most common errors organisations tend to encounter when implementing a change <ref name="Kotter"> "Kotter, J. P. (1999) I spidsen for forandringer. Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s." </ref>. They are listed below:
*Not Establishing a Great Enough Sense of Urgency
*Not Creating a Powerful Enough Guiding Coalition
*Lacking a Vision
*Undercommunicating the Vision by a Factor of Ten
*Not Removing Obstacles to the New Vision
*Not Systematically Planning for, and Creating, Short-Term Wins
*Declaring Victory Too Soon
*Not Anchoring Changes in the Corporation’s Culture

Kotter explains the eight errors in his book Leading Change <ref name=" Kotter "/> and in an article in the Havard Business Review Leading Change: Why Transformation Efforts Fail <ref name="Kotter_Havard"> "Kotter, J. P. et al (2017) De ti vigtigste Harvard Business Review-artikler om forandringsledelse. Translated by Rosenborg, A. København K: Gyldendal Business" </ref>. The consequences of the errors are also explained, including the fact that new strategies are not properly implemented.

The tool ‘Restiance to Change Mapping’ can be useful to avoid error number five Not Removing Obstacles to the New Vision . Implementing a change often requires a great number of people to change their behavior to some degree. If they experience obstacles in relation to the new vision after the change, it can hinder them from changing to the new desired behaviour<ref name=" Kotter "/>. Sometimes these obstacles exist only in their own perception of reality. To identify them, 'Resistance to change mapping' can be a helpful tool.

== Change management in projects ==
There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:

“Change is as much about managing people’s expectations and perceptions as managing facts.” <ref name="PRINCE2_change_quote"> " Chapter 21 – Considerations for organisational adoption. Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [3 May 2023]." </ref>

To gain the support from those affected by the change the five bullet points in figure 1 should be taken into consideration. The Resistance to Change Mapping tool is especially useful for understanding the resilience of those who will be impacted by the change, making it clear to change managers which initiatives they need to implement or communicate more clearly.

[[File:PRINCE2 change models.png|300px|center|thumb|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI"/>.
The standard introduces five different change models, and all of them describe that resistance to change is almost inevitable, and thus the importance of people understanding why a change is desired <ref name="PMI"/>.

Resistance to change is a natural part of the change process, and different logical reasons exist as to why organisational members may not show their support from the beginning <ref name="Conner"> "Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world." </ref>. From a change management perspective, it is important to understand these behaviours and the reasons behind them and take actions to accommodate the concerns of organisational members and increase their support for the change <ref name="Kreye" />.

Resistance to Change Mapping is a tool that can help identify the reasons behind resistance to change and make the cost of the change clear <ref name="Olsson_et_al"/>.

== Resistance to Change Mapping ==

=== Introduction ===

Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. Using the tool, change managers can optimise their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
When changes are implemented, project managers tend to focus on the drawbacks of the current situation and the advantages of the future situation. However, employees affected by the change are often more focused on the advantages of the current situation and the drawbacks related to the change <ref name="Olsson_et_al"/>.
Resistance to Change Mapping is divided into the current situation and the situation after the implementation, with further categorisation into the drawbacks and advantages of each.
The tool is illustrated in Figure 2. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders or implement initiatives to accommodate the drawbacks of the future situation <ref name="Olsson_et_al"/>.

[[Image:Change to restiance mapping figure.jpg|500px|center|thumb|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]

Additionally, the project manager should pay attention to the advantages of the current situation (column 2) and try to sustain as many of them after the project. As well as getting an understanding of the cost of the change which is equivalent to the difference between the advantages of the current situation (column 2) and the drawbacks after the project (column 3).
It is important for the project manager to counterbalance the price with the advantages after the project (column 4) to get an understanding of the attractiveness of the change <ref name="Olsson_airborn"/>.

It is vital that the employees who have expressed their doubts and concerns experience that they are being listened to and that the project managers are being sincere about their feedback. Thus, the project manager needs to initiate new initiatives based on feedback as much as possible.

=== Application ===

It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the [http://wiki.doing-projects.org/index.php/ConceptBox Concept Box]). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.

Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

To increase the candor and quality of meetings, the project manager can adopt different behaviours and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that could increase psychological safety <ref name="Axtell"/>.

=== Example: VR in training scenarios ===

Imagine that a group of managers within an organisation with production has identified the need to change their current process of training new employees. The organisation has experienced an increase in the market demand which has caused them to change their production from only running during the day to running 24/7.
Due to this change the managers have been compelled to acquire a substantial number of new employments. Thus, experienced employees often end up spending all their time training new employees, and it is difficult to get the schedules to work out.

A manager suggested VR to be implemented as a training tool, which was then decided to pursue by top management.
The project manager on the case was going to utilise the Resistance to Change Mapping to minimise resistance to the new initiative and increase the likelihood of its success.
Thus, the project manager identified the current process, and devised a stakeholder analysis to make sure the right employees were going to be included.
The project manager formulated a clear vision, and called a workshop with the relevant stakeholders including those who would be affected by the change.

At the workshop, the project manager started by creating a safe environment to make the employees feel safe to speak bluntly and without reservation to create an open and honest dialogue.
The project manager then explained the purpose of the workshop, the Resistance to Change Mapping, and the vision of the change to the participants.
Thereafter, everyone wrote drawbacks and advantages related to the situation today, and after the change would be implemented.
Each person took turn presenting a thought or concern on the basis of which dialogue occurred.
The results of using the tool can be seen in Figure 3.

[[Image:Change to restiance mapping figure example.jpg|500px|center|thumb|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]

Based on the findings the project manager was able to commence new initiatives that could remedy some of the drawbacks to avoid them from happening. An example could be to include time to train employees on the use of VR in the planning of the implementation or hire a VR expert who would be accessible for guidance and help whenever needed.
Some of the doubts and uncertainties of stakeholders could be eliminated by improving the communication strategy. Including the fear of employees getting easily replaced by anyone by stating the level of detail in the training guides and highlighting that their knowledge is still indispensable.

After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.

== Limitations ==

In the following section limitations of Resistance to Change Mapping is presented.

*It only provides a snapshot of the involved stakeholders thoughts related to the change; thus, it needs to be conducted several times throughout the project period. It can be time consuming, but it can lead to optimisation of the overall time of the implementation.

*The output is only as good as the team that uses it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. The team can be revised throughout the project period as the utilisation of the tool is being reiterated.

*The tool does not provide specific actions for project managers to implement or provide a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have. Thus, it is up to the project manager to translate the findings into specific initiatives.

*Since the name of the tool is Resistance to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.

== Conclusion ==
When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy.
Resistance to Change Mapping can help to reduce the resistance to change and increase the likelihood of a successful implementation.

== Annotated bibliography ==

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag

This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

Kotter, J. P. (1999) I spidsen for forandringer (Leading Change). Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s

In this book, Kotter presents his findings based on 25 years of experience and knowledge gained from lots of organisations and companies. Eight common errors as to why changes in organisations fail are presented as well as an eight-step process for leading successful organisational change initiatives.

Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review

This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

== References ==

<references/>

File:Change to restiance mapping figure example.jpg

2023-05-09T19:26:22Z

Caroline: Caroline uploaded a new version of "File:Change to restiance mapping figure example.jpg": Reverted to version as of 18:12, 9 May 2023

Resistance to Change Mapping

2023-05-09T19:25:41Z

Caroline:

Organisations today are constantly facing change as a result of factors such as technological advancements, changing market conditions, and changing customer demands.
Change in organisations is closely related to project management because many changes require a project-based approach to be implemented successfully. These kinds of project are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>.

According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref> and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref> for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.
The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to reduce unavoidable resistance to the change.
Dent and Goldberg <ref name="Dent_Goldberg
"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people do not resist the change itself but the unknown. To accommodate the resistance, it is important to shed light on the doubts and uncertainties affected employees could have toward the change and the project manager's reasoning behind it <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>.

Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest and the project manager. It deals with the current situation and the situation after the implementation, with further categorisation into the drawbacks and advantages of each<ref name="Olsson_et_al"/>.

The purpose of this article is to introduce the 'Resistance to Change Mapping' tool as a change management tool to evaluate oppositions of various stakeholders. The objective is to create a space for stakeholders to address their concerns and to provide opportunities for project managers to take initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success <ref name="Olsson_et_al"/>.

== Change management ==

Change management has become increasingly important in organisations today due to the rapidly changing business environment. Technological advancements, globalisation, and increased competition are just a few of the factors that have forced organisations to adapt and evolve in order to remain competitive.
Effective change management is critical to ensuring that changes within an organisation are implemented successfully and with minimal resistance. It involves a structured approach to transitioning individuals, teams, and the organisation as a whole from the current state to a desired future state, while minimising the negative impact of the change on employees and the organisation as a whole. In short, change management is essential for organisations to successfully navigate the challenges of today's fast-paced and ever-changing business landscape.

John P. Kotter is a professor at Harvard Business School and is known for his theories about change management. He has collected the eight most common errors organisations tend to encounter when implementing a change <ref name="Kotter"> "Kotter, J. P. (1999) I spidsen for forandringer. Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s." </ref>. They are listed below:
*Not Establishing a Great Enough Sense of Urgency
*Not Creating a Powerful Enough Guiding Coalition
*Lacking a Vision
*Undercommunicating the Vision by a Factor of Ten
*Not Removing Obstacles to the New Vision
*Not Systematically Planning for, and Creating, Short-Term Wins
*Declaring Victory Too Soon
*Not Anchoring Changes in the Corporation’s Culture

Kotter explains the eight errors in his book Leading Change <ref name=" Kotter "/> and in an article in the Havard Business Review Leading Change: Why Transformation Efforts Fail <ref name="Kotter_Havard"> "Kotter, J. P. et al (2017) De ti vigtigste Harvard Business Review-artikler om forandringsledelse. Translated by Rosenborg, A. København K: Gyldendal Business" </ref>. The consequences of the errors are also explained, including the fact that new strategies are not properly implemented.

The tool ‘Restiance to Change Mapping’ can be useful to avoid error number five Not Removing Obstacles to the New Vision . Implementing a change often requires a great number of people to change their behavior to some degree. If they experience obstacles in relation to the new vision after the change, it can hinder them from changing to the new desired behaviour<ref name=" Kotter "/>. Sometimes these obstacles exist only in their own perception of reality. To identify them, 'Resistance to change mapping' can be a helpful tool.

== Change management in projects ==
There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:

“Change is as much about managing people’s expectations and perceptions as managing facts.” <ref name="PRINCE2_change_quote"> " Chapter 21 – Considerations for organisational adoption. Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [3 May 2023]." </ref>

To gain the support from those affected by the change the five bullet points in figure 1 should be taken into consideration. The Resistance to Change Mapping tool is especially useful for understanding the resilience of those who will be impacted by the change, making it clear to change managers which initiatives they need to implement or communicate more clearly.

[[File:PRINCE2 change models.png|200px|center|thumb|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI"/>.
The standard introduces five different change models, and all of them describe that resistance to change is almost inevitable, and thus the importance of people understanding why a change is desired <ref name="PMI"/>.

Resistance to change is a natural part of the change process, and different logical reasons exist as to why organisational members may not show their support from the beginning <ref name="Conner"> "Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world." </ref>. From a change management perspective, it is important to understand these behaviours and the reasons behind them and take actions to accommodate the concerns of organisational members and increase their support for the change <ref name="Kreye" />.

Resistance to Change Mapping is a tool that can help identify the reasons behind resistance to change and make the cost of the change clear <ref name="Olsson_et_al"/>.

== Resistance to Change Mapping ==

=== Introduction ===

Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. Using the tool, change managers can optimise their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
When changes are implemented, project managers tend to focus on the drawbacks of the current situation and the advantages of the future situation. However, employees affected by the change are often more focused on the advantages of the current situation and the drawbacks related to the change <ref name="Olsson_et_al"/>.
Resistance to Change Mapping is divided into the current situation and the situation after the implementation, with further categorisation into the drawbacks and advantages of each.
The tool is illustrated in Figure 2. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders or implement initiatives to accommodate the drawbacks of the future situation <ref name="Olsson_et_al"/>.

[[Image:Change to restiance mapping figure.jpg|300px|center|thumb|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]

Additionally, the project manager should pay attention to the advantages of the current situation (column 2) and try to sustain as many of them after the project. As well as getting an understanding of the cost of the change which is equivalent to the difference between the advantages of the current situation (column 2) and the drawbacks after the project (column 3).
It is important for the project manager to counterbalance the price with the advantages after the project (column 4) to get an understanding of the attractiveness of the change <ref name="Olsson_airborn"/>.

It is vital that the employees who have expressed their doubts and concerns experience that they are being listened to and that the project managers are being sincere about their feedback. Thus, the project manager needs to initiate new initiatives based on feedback as much as possible.

=== Application ===

It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the [http://wiki.doing-projects.org/index.php/ConceptBox Concept Box]). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.

Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

To increase the candor and quality of meetings, the project manager can adopt different behaviours and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that could increase psychological safety <ref name="Axtell"/>.

=== Example: VR in training scenarios ===

Imagine that a group of managers within an organisation with production has identified the need to change their current process of training new employees. The organisation has experienced an increase in the market demand which has caused them to change their production from only running during the day to running 24/7.
Due to this change the managers have been compelled to acquire a substantial number of new employments. Thus, experienced employees often end up spending all their time training new employees, and it is difficult to get the schedules to work out.

A manager suggested VR to be implemented as a training tool, which was then decided to pursue by top management.
The project manager on the case was going to utilise the Resistance to Change Mapping to minimise resistance to the new initiative and increase the likelihood of its success.
Thus, the project manager identified the current process, and devised a stakeholder analysis to make sure the right employees were going to be included.
The project manager formulated a clear vision, and called a workshop with the relevant stakeholders including those who would be affected by the change.

At the workshop, the project manager started by creating a safe environment to make the employees feel safe to speak bluntly and without reservation to create an open and honest dialogue.
The project manager then explained the purpose of the workshop, the Resistance to Change Mapping, and the vision of the change to the participants.
Thereafter, everyone wrote drawbacks and advantages related to the situation today, and after the change would be implemented.
Each person took turn presenting a thought or concern on the basis of which dialogue occurred.
The results of using the tool can be seen in Figure 3.

[[Image:Change to restiance mapping figure example.jpg|500px|center|thumb|Figure 3: Resistance to Change Mapping Example: VR in training scenarios]]

Based on the findings the project manager was able to commence new initiatives that could remedy some of the drawbacks to avoid them from happening. An example could be to include time to train employees on the use of VR in the planning of the implementation or hire a VR expert who would be accessible for guidance and help whenever needed.
Some of the doubts and uncertainties of stakeholders could be eliminated by improving the communication strategy. Including the fear of employees getting easily replaced by anyone by stating the level of detail in the training guides and highlighting that their knowledge is still indispensable.

After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.

== Limitations ==

In the following section limitations of Resistance to Change Mapping is presented.

*It only provides a snapshot of the involved stakeholders thoughts related to the change; thus, it needs to be conducted several times throughout the project period. It can be time consuming, but it can lead to optimisation of the overall time of the implementation.

*The output is only as good as the team that uses it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. The team can be revised throughout the project period as the utilisation of the tool is being reiterated.

*The tool does not provide specific actions for project managers to implement or provide a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have. Thus, it is up to the project manager to translate the findings into specific initiatives.

*Since the name of the tool is Resistance to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.

== Conclusion ==
When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy.
Resistance to Change Mapping can help to reduce the resistance to change and increase the likelihood of a successful implementation.

== Annotated bibliography ==

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag

This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

Kotter, J. P. (1999) I spidsen for forandringer (Leading Change). Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s

In this book, Kotter presents his findings based on 25 years of experience and knowledge gained from lots of organisations and companies. Eight common errors as to why changes in organisations fail are presented as well as an eight-step process for leading successful organisational change initiatives.

Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review

This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

== References ==

<references/>

2023-05-09T18:12:13Z

Caroline:

File:Change to restiance mapping figure.jpg

2023-05-09T18:11:05Z

Caroline: Caroline uploaded a new version of "File:Change to restiance mapping figure.jpg"

Resistance to Change Mapping

2023-05-09T18:09:52Z

Caroline:

Organisations today are constantly facing change as a result of factors such as technological advancements, changing market conditions, and changing customer demands.
Change in organisations is closely related to project management because many changes require a project-based approach to be implemented successfully. These kinds of project are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>.

According to PRINCE2 <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, and the PMI standard <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref>. for project management almost every project contains an aspect of change. Hence, change management is an essential part of project management.
The two standards describe the importance of gaining support from the people affected by the change, and people understanding why the change is needed to decrease unavoidable resistance to the change.
Dent and Goldberg <ref name="Dent_Goldberg
"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people do not resist the change itself but the unknown. To accommodate the resistance, it is important to shed light on the doubts and uncertainties affected employees could have toward the change and the project manager's reasoning behind it <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>.

Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest and the project manager. It deals with the current situation and the situation after the implementation, with further categorisation into the drawbacks and advantages of each<ref name="Olsson_et_al"/>.

The purpose of this article is to introduce the 'Resistance to Change Mapping' tool as a change management tool to evaluate oppositions of various stakeholders. The objective is to create a space for stakeholders to address their concerns and to provide opportunities for project managers to take initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success <ref name="Olsson_et_al"/>.

== '''Change management ''' ==

Change management has become increasingly important in organisations today due to the rapidly changing business environment. Technological advancements, globalisation, and increased competition are just a few of the factors that have forced organisations to adapt and evolve in order to remain competitive.
Effective change management is critical to ensuring that changes within an organisation are implemented successfully and with minimal resistance. It involves a structured approach to transitioning individuals, teams, and the organisation as a whole from the current state to a desired future state, while minimising the negative impact of the change on employees and the organisation as a whole. In short, change management is essential for organisations to successfully navigate the challenges of today's fast-paced and ever-changing business landscape.

John P. Kotter is a professor at Harvard Business School and is known for his theories about change management. He has collected the eight most common errors organisations tend to encounter when implementing a change <ref name="Kotter"> "Kotter, J. P. (1999) I spidsen for forandringer. Translated by Hanson, T. København K: Peter Asschenfeldts nye Forlag a/s." </ref>. They are listed below:
*Not Establishing a Great Enough Sense of Urgency
*Not Creating a Powerful Enough Guiding Coalition
*Lacking a Vision
*Undercommunicating the Vision by a Factor of Ten
*Not Removing Obstacles to the New Vision
*Not Systematically Planning for, and Creating, Short-Term Wins
*Declaring Victory Too Soon
*Not Anchoring Changes in the Corporation’s Culture

Kotter explains the eight errors in his book Leading Change <ref name=" Kotter "/> and in an article in the Havard Business Review Leading Change: Why Transformation Efforts Fail <ref name="Kotter_Havard"> "Kotter, J. P. et al (2017) De ti vigtigste Harvard Business Review-artikler om forandringsledelse. Translated by Rosenborg, A. København K: Gyldendal Business" </ref>. The consequences of the errors are also explained, including the fact that new strategies are not properly implemented.

The tool ‘Restiance to Change Mapping’ can be useful to avoid error number five Not Removing Obstacles to the New Vision . Implementing a change often requires a great number of people to change their behavior to some degree. If they experience obstacles in relation to the new vision after the change, it can hinder them from changing to the new desired behaviour<ref name=" Kotter "/>. Sometimes these obstacles exist only in their own perception of reality. To identify them, 'Resistance to change mapping' can be a helpful tool.

== '''Change management in projects ''' ==
There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"/>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. As stated in the standard:

“Change is as much about managing people’s expectations and perceptions as managing facts.” <ref name="PRINCE2_change_quote"> " Chapter 21 – Considerations for organisational adoption. Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [3 May 2023]." </ref>

To gain the support from those affected by the change the five bullet points in figure 1 should be taken into consideration. The Resistance to Change Mapping tool is especially useful for understanding the resilience of those who will be impacted by the change, making it clear to change managers which initiatives they need to implement or communicate more clearly.

[[File:PRINCE2 change models.png|200px|center|thumb|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI"/>.
The standard introduces five different change models, and all of them describe that resistance to change is almost inevitable, and thus the importance of people understanding why a change is desired <ref name="PMI"/>.

Resistance to change is a natural part of the change process, and different logical reasons exist as to why organisational members may not show their support from the beginning <ref name="Conner"> "Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world." </ref>. From a change management perspective, it is important to understand these behaviours and the reasons behind them and take actions to accommodate the concerns of organisational members and increase their support for the change <ref name="Kreye" />.

Resistance to Change Mapping is a tool that can help identify the reasons behind resistance to change and make the cost of the change clear <ref name="Olsson_et_al"/>.

== '''Resistance to Change Mapping ''' ==

Introduction

Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. Using the tool, change managers can optimise their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
When changes are implemented, project managers tend to focus on the drawbacks of the current situation and the advantages of the future situation. However, employees affected by the change are often more focused on the advantages of the current situation and the drawbacks related to the change <ref name="Olsson_et_al"/>.
Resistance to Change Mapping is divided into the current situation and the situation after the implementation, with further categorisation into the drawbacks and advantages of each.
The tool is illustrated in Figure 2. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders or implement initiatives to accommodate the drawbacks of the future situation <ref name="Olsson_et_al"/>.

[[Image:Change to restiance mapping figure.jpg|300px|center|thumb|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]

Additionally, the project manager should pay attention to the advantages of the current situation (column 2) and try to sustain as many of them after the project. As well as getting an understanding of the cost of the change which is equivalent to the difference between the advantages of the current situation (column 2) and the drawbacks after the project (column 3).
It is important for the project manager to counterbalance the price with the advantages after the project (column 4) to get an understanding of the attractiveness of the change <ref name="Olsson_airborn"/>.

It is vital that the employees who have expressed their doubts and concerns experience that they are being listened to and that the project managers are being sincere about their feedback. Thus, the project manager needs to initiate new initiatives based on feedback as much as possible.

Application

It is important to involve the right people when using the tool, as the output is only as good as the team that performs the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial (Different tools for stakeholder assessments can be found in the <a> href="http://wiki.doing-projects.org/index.php/ConceptBox">Concept Box</a>). The tool should be utilised early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.

Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

To increase the candor and quality of meetings, the project manager can adopt different behaviours and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that could increase psychological safety <ref name="Axtell"/>.

Example: VR in training scenarios

Imagine that a group of managers within an organisation with production has identified the need to change their current process of training new employees. The organisation has experienced an increase in the market demand which has caused them to change their production from only running during the day to running 24/7.
Due to this change the managers have been compelled to acquire a substantial number of new employments. Thus, experienced employees often end up spending all their time training new employees, and it is difficult to get the schedules to work out.

A manager suggested VR to be implemented as a training tool, which was then decided to pursue by top management.
The project manager on the case was going to utilise the Resistance to Change Mapping to minimise resistance to the new initiative and increase the likelihood of its success.
Thus, the project manager identified the current process, and devised a stakeholder analysis to make sure the right employees were going to be included.
The project manager formulated a clear vision, and called a workshop with the relevant stakeholders including those who would be affected by the change.

At the workshop, the project manager started by creating a safe environment to make the employees feel safe to speak bluntly and without reservation to create an open and honest dialogue.
The project manager then explained the purpose of the workshop, the Resistance to Change Mapping, and the vision of the change to the participants.
Thereafter, everyone wrote drawbacks and advantages related to the situation today, and after the change would be implemented.
Each person took turn presenting a thought or concern on the basis of which dialogue occurred.
The results of using the tool can be seen in Figure 3.

Based on the findings the project manager was able to commence new initiatives that could remedy some of the drawbacks to avoid them from happening. An example could be to include time to train employees on the use of VR in the planning of the implementation or hire a VR expert who would be accessible for guidance and help whenever needed.
Some of the doubts and uncertainties of stakeholders could be eliminated by improving the communication strategy. Including the fear of employees getting easily replaced by anyone, stating the level of detail in the training guides and highlighting that their knowledge is still indispensable.

After a certain amount of time the project manager is to call for a new workshop to utilise the tool again in order to see if the changes have had the desired outcome. Additionally, to see if new doubts and uncertainties has arisen. Participants should include the same stakeholders as the previous ones, possibly more if additional stakeholders have been identified.

== '''Limitations''' ==

In the following section limitations of Resistance to Change Mapping is presented.

*It only provides a snapshot of the involved stakeholders thoughts related to the change; thus, it needs to be conducted several times throughout the project period. It can be time consuming, but it can help to optimise the overall time of the implementation.

*The output is only as good as the team that uses it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. The team can be revised throughout the project period as the utilisation of tool is being reiterated.

*The tool does not provide specific actions for project managers to implement or provides a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have. Thus, it is up to the project manager to translate the findings into specific initiatives.

*Since the name of the tool is Resistance to Change Mapping, it is imposed from the beginning that the affected employees are going to have a negative attitude towards the change. Theory suggests that it is almost inevitable to implement a change without experiencing some resistance <ref name="Olsson_et_al"/> but when conducting the tool with the employees, it might foster an unfavourable atmosphere.

== '''Conclusion''' ==
When changes are implemented in organisations, it is almost inevitable that employees will experience resistance from the change. However, it is possible for project managers to reduce resistance by introducing different initiatives. The Resistance to Change Mapping is useful for project managers to gain an understanding of stakeholders' doubts and uncertainties related to change. To obtain the full potential, it is essential that the project manager creates a safe and open environment when using the tool with the identified stakeholders. It is likewise vital that the project manager takes the feedback to heart and makes corresponding initiatives to avoid potential drawbacks of the situation after the project or makes changes in the communication strategy to the stakeholders.
Resistance to Change Mapping can help to decrease the resistance to change and increase the likelihood of a successful implementation.

== '''Annotated bibliography''' ==

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag

This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review

This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

== '''References''' ==

<references/>

Resistance to Change Mapping

2023-04-08T21:17:04Z

Caroline:

Projects related to change are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>. Dent and Goldberg <ref name="Dent_Goldberg
"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people don't resist the change itself but the unknown. To accommodate the resistance, it’s important to shed light on the uncertainties the affected employees might have and the project manager's rationale behind the changes <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>. To enhance the employees’ readiness for change and thereby reduce their resistance project managers must help to make sense of the changing situation <ref name="Kreye"/>.
Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest, and the project managers and owners to involve the people affected by the change <ref name="Olsson_et_al"/>.

The purpose of this article is to introduce the tool ‘Resistance to Change Mapping’ as a change management tool to assess various stakeholders’ oppositions. The objective is to create a space for stakeholders to address their concerns and give rise to project managers to make initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success <ref name="Olsson_et_al"/>.

== '''The Big idea''' ==

Introduction

There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. This involves the five points listed in figure x. The Resistance to Change Mapping tool is especially useful in understanding the resilience of those who will be impacted by the change, thus making it clear to change managers which initiatives they need to implement or communicate more clearly.

[[File:PRINCE2 change models.png|200px|center|thumb|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref>. The standard introduces five different change models, and all of them describe that resistance to change is almost inevitable, and thus the importance of people understanding why a change is desired <ref name="PMI"/>.

Resistance to change is a natural part of the change process, and different logical reasons exist as to why organizational members may not show their support from the beginning <ref name="Conner"> "Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world." </ref>. From a change management perspective, it's important to understand these behaviors and the reasons behind them, and take actions to accommodate the concerns of organizational members and increase their support for the change <ref name="Kreye" />.

Resistance to Change Mapping is a tool that can help to identify the reasons behind the resistance to change and make the cost of the change clear <ref name="Olsson_et_al"/>.

Resistance to Change Mapping

Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. By utilizing the tool, change managers can optimize their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
When changes are being implemented, project managers tend to focus on the drawbacks of the current situation and the advantages of the future situation. However, stakeholders with low influence and high interest are more focused on the advantages of the current situation and the drawbacks related to the change <ref name="Olsson_et_al"/>.
Resistance to Change Mapping is divided into the current situation and the situation after the implementation, with further categorization into the drawbacks and advantages of each. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders <ref name="Olsson_et_al"/>.

[[Image:Change to restiance mapping figure.jpg|300px|center|thumb|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]

== '''Application''' ==

It is important to involve the right people when utilizing the tool, as the output is only as good as the team conducting the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial. The tool should be utilized early in the project and revised continuously, as it only provides a snapshot of the stakeholders' opinions about the change<ref name="Olsson_airborn"/>.

Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants and the tool clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

To increase candor and quality of meetings, project manager can adopt different behaviors and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that might increase psychological safety <ref name="Axtell"/>.

*Future work: Example

== '''Limitations''' ==

Every tool has its limitations, including Resistance to Change Mapping. Some of the limitations include, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>. Additionally, the tool does not provide any specific actions for project managers to implement a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.

Resistance to Change Mapping only provides a snapshot of the team’s thoughts related to the change, thus, it needs to be conducted several times throughout the project period.

== '''Annotated bibliography''' ==

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag

This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review

This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

== '''References''' ==

<references/>

Resistance to Change Mapping

2023-04-08T21:03:20Z

Caroline:

Projects related to change are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>. Dent and Goldberg <ref name="Dent_Goldberg
"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people don't resist the change itself but the unknown. To accommodate the resistance, it’s important to shed light on the uncertainties the affected employees might have and the project manager's rationale behind the changes <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>. To enhance the employees’ readiness for change and thereby reduce their resistance project managers must help to make sense of the changing situation <ref name="Kreye"/>.
Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest, and the project managers and owners to involve the people affected by the change <ref name="Olsson_et_al"/>.

The purpose of this article is to introduce the tool ‘Resistance to Change Mapping’ as a change management tool to assess various stakeholders’ oppositions. The objective is to create a space for stakeholders to address their concerns and give rise to project managers to make initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success <ref name="Olsson_et_al"/>.

== '''The Big idea''' ==

Introduction

There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. This involves the five points listed in figure x. The Resistance to Change Mapping tool is especially useful in understanding the resilience of those who will be impacted by the change, thus making it clear to change managers which initiatives they need to implement or communicate more clearly.

[[File:PRINCE2 change models.png|thumb|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref>. The standard introduces five different change models, and all of them describe that resistance to change is almost inevitable, and thus the importance of people understanding why a change is desired <ref name="PMI"/>.

Resistance to change is a natural part of the change process, and different logical reasons exist as to why organizational members may not show their support from the beginning <ref name="Conner"> "Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world." </ref>. From a change management perspective, it's important to understand these behaviors and the reasons behind them, and take actions to accommodate the concerns of organizational members and increase their support for the change <ref name="Kreye" />.

Resistance to Change Mapping is a tool that can help to identify the reasons behind the resistance to change and make the cost of the change clear <ref name="Olsson_et_al"/>.

Resistance to Change Mapping

Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. By utilizing the tool, change managers can optimize their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
When changes are being implemented, project managers tend to focus on the drawbacks of the current situation and the advantages of the future situation. However, stakeholders with low influence and high interest are more focused on the advantages of the current situation and the drawbacks related to the change <ref name="Olsson_et_al"/>.
Resistance to Change Mapping is divided into the current situation and the situation after the implementation, with further categorization into the drawbacks and advantages of each. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders <ref name="Olsson_et_al"/>.

[[Image:Change to restiance mapping figure.jpg|frame|40px|center|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>]]

== '''Application''' ==

It is important to involve the right people when utilizing the tool, as the output is only as good as the team conducting the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial. The tool should be utilized early in the project and revised continuously, as it only provides a snapshot of the stakeholder opinions about the change<ref name="Olsson_airborn"/>.

Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

To increase candor and quality of meetings, project managers can adopt different behaviors and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that might increase psychological safety <ref name="Axtell"/>.

*Future work: Example

== '''Limitations''' ==

Every tool has its limitations, including Resistance to Change Mapping. Some of the limitations include, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>). Additionally, the tool does not provide any specific actions for project managers to implement a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.
Resistance to Change Mapping only provides a snapshot of the team’s thoughts related to the change, thus, it needs to be conducted several times throughout the project period.

== '''Annotated bibliography''' ==

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag
This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review
This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

== '''References''' ==

<references/>

Resistance to Change Mapping

2023-04-08T21:02:33Z

Caroline:

Projects related to change are almost inevitable to receive resistance from some of the people who will be affected by the change <ref name="Olsson_et_al"> "Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag." </ref>. Dent and Goldberg <ref name="Dent_Goldberg
"> "Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003."</ref> argues that people don't resist the change itself but the unknown. To accommodate the resistance, it’s important to shed light on the uncertainties the affected employees might have and the project manager's rationale behind the changes <ref name="Kreye"> "Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark." </ref>. To enhance the employees’ readiness for change and thereby reduce their resistance project managers must help to make sense of the changing situation <ref name="Kreye"/>.
Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest, and the project managers and owners to involve the people affected by the change <ref name="Olsson_et_al"/>.

The purpose of this article is to introduce the tool ‘Resistance to Change Mapping’ as a change management tool to assess various stakeholders’ oppositions. The objective is to create a space for stakeholders to address their concerns and give rise to project managers to make initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success <ref name="Olsson_et_al"/>.

== '''The Big idea''' ==

Introduction

There are several characteristics of project work according to PRINCE2, including change. Since projects are how a change is introduced <ref name="PRINCE2"> "Axelos 2017, Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd, London. Available from: ProQuest Ebook Central. [8 April 2023]." </ref>, change management becomes an essential part of project management. The standard states that the key aspect of change models is to gain support from those who are required to change their ways of working <ref name="PRINCE2"/>. This involves the five points listed in figure x. The Resistance to Change Mapping tool is especially useful in understanding the resilience of those who will be impacted by the change, thus making it clear to change managers which initiatives they need to implement or communicate more clearly.

[[File:PRINCE2 change models.png|thumb|Figure 1: Change Model from PRINCE2<ref name="PRINCE2"/>]]

The PMI Standard for project management also addresses how every project contains an aspect of change in systems, behaviors, activities, or cultures <ref name="PMI">"Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 4.2.4.4 Virginia Satir Change Model. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt012LZKR6/guide-project-management/virginia-satir-change"</ref>. The standard introduces five different change models, and all of them describe that resistance to change is almost inevitable, and thus the importance of people understanding why a change is desired <ref name="PMI"/>.

Resistance to change is a natural part of the change process, and different logical reasons exist as to why organizational members may not show their support from the beginning <ref name="Conner"> "Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world." </ref>. From a change management perspective, it's important to understand these behaviors and the reasons behind them, and take actions to accommodate the concerns of organizational members and increase their support for the change <ref name="Kreye" />.

Resistance to Change Mapping is a tool that can help to identify the reasons behind the resistance to change and make the cost of the change clear <ref name="Olsson_et_al"/>.

Resistance to Change Mapping

Resistance to Change Mapping is a tool used to allow stakeholders who have a low influence but a high interest to express their doubts and resistance to a given change, while also clarifying the costs of the change <ref name="Olsson_et_al"/>. By utilizing the tool, change managers can optimize their communication with stakeholders by gaining a better understanding of how each individual or group responds to the proposed change <ref name="Olsson_airborn"> "Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023)." </ref>.
When changes are being implemented, project managers tend to focus on the drawbacks of the current situation and the advantages of the future situation. However, stakeholders with low influence and high interest are more focused on the advantages of the current situation and the drawbacks related to the change <ref name="Olsson_et_al"/>.
Resistance to Change Mapping is divided into the current situation and the situation after the implementation, with further categorization into the drawbacks and advantages of each. The affected stakeholders and project managers collaborate to outline their thoughts for each section, creating a shared understanding. The project managers then use the output to address the identified drawbacks related to the change and improve communication with stakeholders <ref name="Olsson_et_al"/>.

[[Image:Change to restiance mapping figure.jpg|frame|Figure 2: Resistance to Change Mapping <ref name="Olsson_et_al"/>|40px|center]]

== '''Application''' ==

It is important to involve the right people when utilizing the tool, as the output is only as good as the team conducting the assessment. If project managers do not have a good understanding of the stakeholders involved, conducting a stakeholder analysis would be beneficial. The tool should be utilized early in the project and revised continuously, as it only provides a snapshot of the stakeholder opinions about the change<ref name="Olsson_airborn"/>.

Once the team has been identified, they should physically meet with the project manager to conduct the tool. At the beginning of the workshop, the project manager shares the intention of the meeting and the purpose of Resistance to Change Mapping. The framework of the tool should either be printed in a large scale or drawn on a whiteboard to make the expectations of the participants clear. Each member of the workshop writes their thoughts, concerns, doubts, excitements, and other relevant points on post-it notes for a set period of time, and then each individual presents a post-it note one at a time, explaining their thoughts behind it and placing it in the framework.

Before and during the meeting where the tool is being conducted, it is essential to create an open environment where all kinds of feedback are welcome. The project managers should listen without defending their project or neglecting the concerns expressed by the stakeholders <ref name="Olsson_et_al"/>.

To increase candor and quality of meetings, project managers can adopt different behaviors and actions, such as asking for permission upfront in meetings to lead effectively and telling the team what they have permission to do, even though it might seem redundant <ref name="Axtell"> "Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review. Available at: https://hbr.org/2019/04/make-your-meetings-a-safe-space-for-honest-conversation (Accessed: April 7, 2023)." </ref>.

It is also important that the team feels safe in order to express exactly what they are thinking. The project manager could ask team members to pay attention to the person talking, take their time to complete their thoughts, ask follow-up questions, and other statements or questions that might increase psychological safety <ref name="Axtell"/>.

*Future work: Example

== '''Limitations''' ==

Every tool has its limitations, including Resistance to Change Mapping. Some of the limitations include, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change do not become involved and thus become resistant to the unknown, the change is less likely to succeed <ref name="Olsson_et_al"/>). Additionally, the tool does not provide any specific actions for project managers to implement a communication strategy. It only helps to gain a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.
Resistance to Change Mapping only provides a snapshot of the team’s thoughts related to the change, thus, it needs to be conducted several times throughout the project period.

== '''Annotated bibliography''' ==

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag
This book provides a comprehensive overview of power dynamics in project and portfolio management. The authors present a theoretical framework for understanding power, its sources, and its effects on project outcomes. They also provide practical guidance on how to manage power in different project contexts, such as change and communication.

Axtell, P. (2019) Make your meetings a safe space for honest conversation, Harvard Business Review
This article provides valuable insights and practical advice for leaders who want to improve the quality of communication and decision-making in their teams. Having a focus on how to give permission and creating safety.

== '''References''' ==

<references/>

2023-04-08T06:47:42Z

Caroline: Caroline uploaded a new version of "File:PRINCE2.png": Reverted to version as of 13:15, 16 February 2019

2023-02-19T21:51:50Z

Caroline: Caroline uploaded a new version of "File:Change to restiance mapping figure.jpg": Reverted to version as of 21:40, 19 February 2023

File:Change to restiance mapping figure.jpg

2023-02-19T21:47:48Z

Caroline: Caroline uploaded a new version of "File:Change to restiance mapping figure.jpg"

File:Change to restiance mapping figure.jpg

2023-02-19T21:46:29Z

Caroline: Caroline uploaded a new version of "File:Change to restiance mapping figure.jpg"

Resistance to Change Mapping

2023-02-19T21:44:45Z

Caroline:

Projects related to change are almost inevitable to receive resistance from some of the people who will be affected by the change (Olsson et al., 2018). Dent and Goldberg (1999) argues that people don't resist the change itself but the unknown. To accommodate the resistance, it’s important to shed light on the uncertainties the affected employees might have and the project manager's rationale behind the changes (Kreye, 2020). To enhance the employees’ readiness for change and thereby reduce their resistance project managers must help to make sense of the changing situation (Kreye, 2020).
Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest, and the project managers and owners to involve the people affected by the change (Olsson et al., 2018).

The purpose of this article is to introduce the tool ‘Resistance to Change Mapping’ as a change management tool to assess various stakeholders’ oppositions. The objective is to create a space for stakeholders to address their concerns and give rise to project managers to make initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success (Olsson et al., 2018).

== '''The Big idea''' ==

Introduction

Resistance to change

Resistance to change is a natural part of the change process, and different logical reasons why organizational members don’t necessarily show their support from the beginning exist (Conner, 1992). From a change management perspective, it's important to understand these behaviours and the reasons behind them, thus take actions to accommodate the organizational members' concerns and take actions to increase their support for the change (Kreye, 2020).

Kotter and Schlesinger (2008) have identified four main reasons why organizational members show resistance to change including low trust, low tolerance for change, different assessment, and parochial self-interest. Misunderstandings and different views on situations are reoccurring themes behind these reasons (Kotter and Schlesinger, 2008).

*Future work: More theory about why organizational members tend to show resistance to change.

Resistance to Change Mapping is a tool which can help to get the reasons behind the resistance to change out in the upon and make the price of the change clear (Olsson et al., 2018).

Resistance to Change Mapping

Resistance to Change Mapping is a tool to get stakeholders to express their doubts and resistance to change. Additionally, it clarifies the price for the change (Olsson et al., 2018). By utilizing the tool change managers can optimize their communication towards the stakeholders by getting a better understanding of how each individual or group respond to the proposed change (Olsson).

When changes are being implemented the project managers tend to focus on the drawbacks of the current situation, and the advantages of the future situation. Stakeholders with low influence and high interest, on the other hand, are more focused on the advantages of how it is now, and the drawbacks related to the change (Olsson et al., 2018).

Resistance to Change Mapping is divided into the situation today and after the implementation, and further into drawbacks and advantages for each category. The affected stakeholders and project managers shall in collaboration outline their thoughts for each section to create a shared understanding.
The project managers shall use the output to accommodate the identified drawbacks related to the change, and improve their communication outwardly (Olsson et al., 2018).

*Future work: What does the output show, and how should project managers use this information?

== '''Application''' ==

It's important to involve the right people when utilizing the tool since the output is only as good as the team doing the assessment. If the project managers don't have a good understanding of the stakeholders involved it would be beneficial to do a process mapping and a stakeholder analysis.

When the team has been identified, and they are meeting to conduct the tool it’s essential to create an open environment where all kind of feedback is welcome. The project managers should listen without defending their project or neglecting the concerns the stakeholders express (Olsson et al., 2018).

*Future work: How might change managers create an open environment
*Future work: Example

[[File:Change to restiance mapping figure.jpg|400px|center]]

== '''Limitations''' ==

Every tool has its limitations including Resistance to Change Mapping. Some of the limitations are, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change, don't become involved and hence becomes resistant to the unknown, the change is less likely to succeed (Olsson et al., 2018).
Additionally, the tool does not provide any specific actions for the project managers to implement or a communication strategy. It only helps to give a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.

== '''References''' ==
Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world.

Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003.

Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark.

Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023).

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag.
- The tool doesn’t provide initiatives to accommodate the concerns

File:Change to restiance mapping figure.jpg

2023-02-19T21:40:17Z

Caroline:

File:Change to restiance mapping figure.png

2023-02-19T21:38:06Z

Caroline: Caroline uploaded a new version of "File:Change to restiance mapping figure.png"

File:Change to restiance mapping figure.png

2023-02-19T21:35:27Z

Caroline:

Resistance to Change Mapping

2023-02-19T21:26:52Z

Caroline:

Projects related to change are almost inevitable to receive resistance from some of the people who will be affected by the change (Olsson et al., 2018). Dent and Goldberg (1999) argues that people don't resist the change itself but the unknown. To accommodate the resistance, it’s important to shed light on the uncertainties the affected employees might have and the project manager's rationale behind the changes (Kreye, 2020). To enhance the employees’ readiness for change and thereby reduce their resistance project managers must help to make sense of the changing situation (Kreye, 2020).
Resistance to Change Mapping is a tool which can help to facilitate communication between the stakeholders with low influence and high interest, and the project managers and owners to involve the people affected by the change (Olsson et al., 2018).

The purpose of this article is to introduce the tool ‘Resistance to Change Mapping’ as a change management tool to assess various stakeholders’ oppositions. The objective is to create a space for stakeholders to address their concerns and give rise to project managers to make initiatives to accommodate the drawbacks and uncertainties related to the change. Thus, reducing the resistance and increasing the likelihood of the project's success (Olsson et al., 2018).

== '''The Big idea''' ==

Introduction

Resistance to change

Resistance to change is a natural part of the change process, and different logical reasons why organizational members don’t necessarily show their support from the beginning exist (Conner, 1992). From a change management perspective, it's important to understand these behaviours and the reasons behind them, thus take actions to accommodate the organizational members' concerns and take actions to increase their support for the change (Kreye, 2020).

Kotter and Schlesinger (2008) have identified four main reasons why organizational members show resistance to change including low trust, low tolerance for change, different assessment, and parochial self-interest. Misunderstandings and different views on situations are reoccurring themes behind these reasons (Kotter and Schlesinger, 2008).

*Future work: More theory about why organizational members tend to show resistance to change.

Resistance to Change Mapping is a tool which can help to get the reasons behind the resistance to change out in the upon and make the price of the change clear (Olsson et al., 2018).

Resistance to Change Mapping

Resistance to Change Mapping is a tool to get stakeholders to express their doubts and resistance to change. Additionally, it clarifies the price for the change (Olsson et al., 2018). By utilizing the tool change managers can optimize their communication towards the stakeholders by getting a better understanding of how each individual or group respond to the proposed change (Olsson).

When changes are being implemented the project managers tend to focus on the drawbacks of the current situation, and the advantages of the future situation. Stakeholders with low influence and high interest, on the other hand, are more focused on the advantages of how it is now, and the drawbacks related to the change (Olsson et al., 2018).

Resistance to Change Mapping is divided into the situation today and after the implementation, and further into drawbacks and advantages for each category. The affected stakeholders and project managers shall in collaboration outline their thoughts for each section to create a shared understanding.
The project managers shall use the output to accommodate the identified drawbacks related to the change, and improve their communication outwardly (Olsson et al., 2018).

*Future work: What does the output show, and how should project managers use this information?

== '''Application''' ==

It's important to involve the right people when utilizing the tool since the output is only as good as the team doing the assessment. If the project managers don't have a good understanding of the stakeholders involved it would be beneficial to do a process mapping and a stakeholder analysis.

When the team has been identified, and they are meeting to conduct the tool it’s essential to create an open environment where all kind of feedback is welcome. The project managers should listen without defending their project or neglecting the concerns the stakeholders express (Olsson et al., 2018).

*Future work: How might change managers create an open environment
*Future work: Example

== '''Limitations''' ==

Every tool has its limitations including Resistance to Change Mapping. Some of the limitations are, as mentioned earlier, that the output is only as good as the team utilizing it. If stakeholders with low influence but whose tasks are being affected by the change, don't become involved and hence becomes resistant to the unknown, the change is less likely to succeed (Olsson et al., 2018).
Additionally, the tool does not provide any specific actions for the project managers to implement or a communication strategy. It only helps to give a better understanding of the unspoken uncertainties and misgivings the stakeholders might have.

== '''References''' ==
Conner, D.R. (1992) Managing at the speed of change: How to prosper in an uncertain world.

Dent, E.B. and Goldberg, S.G. (1999) “Challenging ‘resistance to change,’” The Journal of Applied Behavioral Science, 35(1), pp. 25–41. Available at: https://doi.org/10.1177/0021886399351003.

Kreye, M.E. (2020) “Reading material 42543 - Management of Change.” Kongens Lyngby: Technical University of Denmark.

Olsson, J.R. (no date) Det dobbelte bogholderi, airborn leadership. Available at: https://airbornleadership.com/tool/det-dobbelte-bogholderi/ (Accessed: February 11, 2023).

Olsson, J.R., Ahrengot, N. and Attrup, M.L. (2018) Power I Projekter og Portfølje. Viborg: Djøf Forlag.
- The tool doesn’t provide initiatives to accommodate the concerns

Articles Spring Term 2023

2023-02-12T22:44:16Z

Caroline: /* Overview of 2023 Wiki Collections */

=Overview of 2023 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2023 Wiki Collections
|Group 23
|Foteini
|Pange
|s222872
|New? / revised?
|[[Stakeholder and Social Network Analysis]]
|-
|-
|Group 14
|Ali
|Abdul-Ghani
|s184640
|New
|[[Value canvas]]
|-
|-
|Group 19
|Fritzdorf
|Julia
|s226721
|New
|[[Perception filters for learning and communicating]]
|-

|-
|Group 14
|Fatima
|Sheraz
|s220010
|New
|[[Innovation Management]]
|-

|-
|Group 23
|Papadaki Fanioudaki
|Maria
|s230214
|New? / revised?
|[[Cost build up estimation in projects]]
|-
|-
|Group 20
|Manuela
|Vazquez
|s222648
|New
|[[WBS - Work Breakdown Structure]]
|-
|-
|Group 23
|Michalis
|Pianos
|s220253
|New? / revised?
|[[Change requests in Project Management]]
|-
|-
|Group 24
|Josefine
|Rolver
|s183652
|New
|[[Managing stakeholders through persona]]
|-
|-
|Group 17
|Sofie
|Heide-Ottosen
|s193943
|New
|[[Groups vs teams]]
|-
|-
|Group 19
|Nikolaos
|Kavros
|s213235
|New? / revised?
|[[Project Analytics]]
|-
|-
|Group
|Kristoffer
|Skjøde Rander
|s175027
|New? / revised?
|[[Strategic Misrepresentation]]
|-
|-
|Group 9
|Aleksander
|Moczko
|s214147
|New
|[[Satisficing]]
|-
|-
|Group name
|Anna
|Diedrichsen
|s193956
|New? / revised?
|[[Conflict resolution through MBTI]]
|-
|-
|Group 24
|Martin
|Sørensen
|s183676
|New
|[[Matrix organizations]]
|-
|-
|Group name
|Mohamed
|Anshur
|s185115
|New
|[[Project Success - How do you attain it?]]
|-
|-
|Group name
|Pablo Andres
|Gomez
|s223631
|New? / revised?
|[[Net Present Value (NPV) - Discounted cash flow]]
|-
|-
|Group 20
|Helena Søndberg
|Svendsen
|s223135
|New
|[[Concurrent Engineering]]
|-
|-
|Group 21
|Johannes Nicolás
|Wildfeuer
|s213244
|New
|[[When – the scientific secrets of perfect timing]]
|-
|-
|Group 29
|Sunneva
|Gaardlykke
|s163822
|New
|[[Eisenhower Decision Matrix]]
|-
|-
|Group 21
|Nicolas
|Stephan
|S226693
|New
|[[Diversity]]
|-
|-
|Group 21
|Ingo
|Baur
|S226768
|New
|[[Self-Awareness!]]
|-
|-
|Group 9
|Mikkel
|Bjerregaard
|S184965
|New? / revised?
|[[The HEXACO Model of Personality Structure]]
|-
|-
|Group 11
|Anton
|Reiling
|s222572
|New
|[[Data-Driven Decision-Making under Uncertainty]]
|-
|-
|Group 9
|Mathias
|Iversen
|S174750
|revised
|[[EQ and Leadership Effectiveness]]
|-
|-
|Group X
|Marcus
|Christiansen
|s194506
|New? / revised?
|[[Project organization]]
|-
|-
|Group 29
|Paraskevi
|Keramari
|s230249
|New? / revised?
|[[Hawthorne studies]]
|-
|-
|Group X
|Christian
|Honoré
|s175077
|New? / revised?
|[[Circular Economy in Project Management]]
|-
|-
|Group 12
|Mansoor
|Samadi
|s174669
|New
|[[MCDM-APH method in decision making]]
|-
|-
|Group X
|Sebastian Christian Harhoff
|Pieters
|s184149
|New? / revised?
|[[FMEA]]
|-
|-
|Group 12
|Lillian
|Nygaard
|S174726
|New? / revised?
|[[The Stage Gate process: A powerful method used for efficient project management]]
|-
|-
|Group name
|Lukas
|Bonitz
|s230263
|New? / revised?
|[[(WBS) - Work Breakdown Structure]]
|-
|-
|Group 31
|Francesco
|Magnani
|s230227
|New? / revised?
|[[Boosting Team Engagement through Gamification: Mitigating the Effects of Social Loafing]]
|-
|-
|Group name
|Gaia
|Sassone
|s222532
|New? / revised?
|[[Applying the Pareto Principle in Risk Management]]
|-
|-
|Group 22
|Ísabella Rós
|Ingimundardóttir
|s222538
|New? / revised?
|[[Personality Types and Leadership]]
|-
|-
|Group TBD
|Sasha
|Mantel
|s222742
|New
|[[Project Stakeholder Management]]
|-
|-
|Group 23
|Julie
|Hustoft
|s194359
|New
|[[The Benefits of Self-Awareness]]
|-
|-
|Group TBD
|Mikkel
|Anderson
|s184230
|New? / revised?
|[[Continuous Integration/Continuous Delivery (CI/CD)]]
|-
|-
|Group 12
|Emma
|Bigum
|s160048
|New
|[[Lippitt-Knoster Complex Change Management]]
|-
|-
|Group 22
|Ingibjörg
|Einarsdóttir
|s223228
|New? / revised?
|[[Mediating conflicts and controversy]]
|-
|-
|Group 4
|Peter
|Aggerholm
|s170890
|New? / revised?
|[[When: The Scientific Secrets of Perfect Timing]]
|-
|-
|Group 36
|Hekla Mist
|Valgeirsdóttir
|s223229
|New? / revised?
|[[Management and leadership differences]]
|-
|-
|Group 20
|Theis Rosenkvist
|Sørensen
|s195768
|New? / revised?
|[[Managing threats and opportunities in risk treatment]]
|-
|-
|Group 9
|Julie Amanda
|Busch
|s190974
|New
|[[Utilizing Value Functions for Evaluating the Performance of Project Alternatives]]
|-
|-
|Group 6
|Martin
|Fehst
|s222575
|New? / revised?
|[[Leading multidisciplinary Project Teams]]
|-
|-
|Group 11
|Eric Vincent
|Vong
|s222594
|New
|[[PDCA cycle]]
|-
|-
|Group 23
|Efthymios
|Samaras
|s223292
|New? / revised?
|[[Benefit Cost Ratio (BCR)]]
|-
|-
|Group 1
|Cirkeline
|Bräuner
|s193974
|Revised
|[[Lessons learned]]
|-
|-
|Group 2
|Hrannar
|Þórarinsson
|s222536
|New
|[[Balanced scorecard: connecting the performance measures]]
|-
|-
|Group 15
|Mar
|Rivera Hedo
|s222520
|New? / revised?
|[[The Importance of Psychological Safety in Team Development]]
|-
|-
|Group 36
|Thordis
|Ragnarsdottir
|s222535
|New? / revised?
|[[Sources of conflicts]]
|-
|-
|Group 5
|Oriol
|Solans Ormo
|s222527
|New? / revised?
|[[Sustainability Issue]]
|-
|-
|Group 15
|Naïl
|Mulatier
|s222590
|New
|[[Addressing diversity and inclusion in a short-term project]]

|-
|-
|Group 22
|Valdís
|Sigurdardóttir
|s2223305
|New
|[[Challenges and opportunities regarding diversity within teams work]]
|-
|-
|Group 12
|Sophia
|Fjeldsøe
|s184141
|New
|[[Stakeholder Mapping]]

|-
|-
|Group 29
|Miriam
|Khader
|s194717
|New
|[[Leadership development through MBTI]]
|-
|-
|Group 5
|Maria
|Arrillaga Tarazona
|s222708
|New? / revised?
|[[Program Evaluation and Review Technique (PERT)]]

|-
|-
|Group 24
|Josefine
|Steinfurth
|s183648
|New
|[[Project based organisations]]

|-
|-
|Group 5
|Patricio Alejandro
|Fabro
|s220269
|New
|[[Metrics in Portfolio management]]

|-
|-
|Group 10
|Jurek Noah
|von Petersdorff-Campen
|s222570
|New
|[[Competency Mapping for Project Management]]

|-
|-
|Group 15
|Inke
|Lindberg
|s223191
|New
|[[Post-occupancy evaluation (POE)]]
|-
|-
|Group 16
|Ahmet
|Ibre
|s222442
|New
|[[Social loafing in multidisciplinary teams]]

|-
|-
|Group 16
|Marie-Therese
|Guidje
|s180863
|New? / revised?
|[[Sustainable Project management]]
|-
|-
|Group 12
|Peter
|Andresen
|s190517
|New
|[[Project performance with Value Stream management]]
|-
|-
|Group 3
|Annas
|Jadi
|s194831
|New/ Revised
|[[Key performance indicators for portfolio management]]
|-
|-
|Group X
|Fabio
|Colombo
|s212492
|New/ Revised
|[[Robust Decision Making: better decisions under uncertainty]]
|-
|-
|Group 20
|Rune
|Knudsen
|s193983
|New
|[[Pooled, Sequential & Reciprocal dependence]]
|-
|-
|Group 24
|Mia
|Hemmingsen
|s183639
|New/ Revised
|[[Seven stages of change]]
|-
|-
|Group 1
|Christina
|Kjær
|s183504
|New/ Revised
|[[The 6C Model]]
|-
|-
|Group 21
|Jakob
|Berling
|s230256
|New
|[[Groups vs Teams]]
|-
|-
|Group 1
|Joakim
|Cayouette
|s193978
|Revised
|[[Forecasting and estimation techniques]]
|-
|-
|Group 30
|Amalie
|Pedersen
|s193967
|New
|[[Satisficing]]
|-
|-
|Group 30
|Filip Furbo
|Enevoldsen
|s193967
|New
|[[Optimism bias in teams]]
|-
|-
|Group 23
|Nicolai
|Frausing
|s175034
|New
|[[Benefit Realization Management]]
|-
|-
|Group
|Emma
|Egelund
|s171516
|Revised
|[[Network Planning in Project Management]]
|-
|-
|Group 21
|Henrik
|Svensson
|s230245
|New
|[[Participatory Design]]
|-
|-
|Group 11
|Luisa Fernanda
|Salazar Rivera
|s222401
|New
|[[Building Effective Work Breakdown Structures (WBS)]]
|-
|-
|Group 15
|Michele
|Ferrante
|s220282
|New
|[[Safety risk management in construction sites]]
|-
|-
|Group 4
|Helena
|Mladenovski
|s183367
| New
|[[Situational Leadership Theory (SLT)]]
|-
|-
|Group 20
|Rolf
|Wollesen
|s193972
| New
|[[Risk Burn Down Chart]]
|-
|-
|Group 6
|Gianluca
|Santinon
|s222630
|New
|[[The Rolling-Wave planning technique]]
|-
|-
|Group X
|Hanna
|Rakel Bjarnadóttir
|s223414
|New
|[[Strength and weakness of sustainable management]]
|-
|-
|Group 5
|Marta
|Santos
|s226759
|New
|[[Risk Response Plan]]
|-
|-
|Group 16
|Hendrik
|Stegers
|s230258
|New
|[[Communication Theories in Project Management]]
|-
|-
|Group X
|Jiafei
|Xia
|s213084
|New
|[[Employee Loyalty Management]]
|-
|-
|Group 15
|Mathéo
|Torris
|s223233
|New
|[[Risk and Mitigation Plan]]
|-
|-
|Group 8
|Frederik
|Høgdal
|s173876
|New
|[[Levels of uncertainties]]
|-
|-
|Group 30
|Jianan
|Yang
|s230033
|New
|[[Turn conflicts into connections]]
|-
|-
|Group 18
|Ellen Cathrine
|Luke
|s184404
|New & Revised
|[[Project War Rooms: A Visual and Collaborative Approach to Project Management]]
|-
|-
|Group 17
|Canovas Iglesias
|Carla
|s226573
|New
|[[Stage-Gate Project Management Model]]
|-
|-
|Group 2
|Ólafur Þorri
|Sigurjónsson
|s222540
|New
|[Decision tree analysis]]
|-
|-
|Group 11
|Dario
|Fiorica
|s222631
|New
|[[Groups or teams?]]
|-
|-
|Group 10
|Benjamin
|Søndberg
|s184314
|New
|[[Top-down vs ground up estimations]]
|-
|-
|Group 24
|Kristian
|Brandstrup
|s183653
|New
|[[Adaptation and agile]]
|-
|-
|Group 14
|Mads
|Marum
|s222620
|New / Reviced
|[[High performing teams]]
|-
|-
|Group 30
|Jeppe
|Paludan-Müller
|s185048
|New
|[[Feasibility risk assessments of transport projects using Monte Carlo-simulations]]
|-
|-
|Group 5
|Rejath
|Ramachandran
|s226673
|New? / revised?
|[[A modern re-think of Fayolism]]
|-
|-
|Group 29
|Onur
|Osman Mustafa
|s223710
|New
|[[Resource Leveling in Construction Projects]]
|-
|-
|Group 15
|Philip
|Wiehe Larsen
|s154259
|New
|[[Situational mapping]]
|-
|-
|Group 9
|Michael
|Vinther
|s163490
|New
|[[Transformational Leadership]]
|-
|-
|Group 21
|Alberto
|Pillon
|s222629
|New
|[[Leveraging Retrospective Meetings for Continuous Improvement in Project Management]]
|-
|-
|Group 2
|Unnar Óli
|Arnarsson
|s222543
|New
|[[The Role of Due Diligence in Project Management]]
|-
|-
|Group 9
|Mateusz
|Szaryk
|s213423
|New
|[[Incentive contract]]
|-
|-
|Group 23
|Mariely
|Sousa
|s230555
|New
|[[Return on Investment (ROI)]]
|-
|-
|Group 31
|Vinay Kumar
|Meena
|s230019
|New
|[[The implication of ethics in project management]]
|-
|-
|Group 10
|Niels Peter
|Lindegaard
|s194473
|New
|[[Risk assessment using Failure mode and effects analysis]]
|-
|-
|Group 6
|Nils Hendrik
|Lange
|s223634
|New
|[[Eisenhower Decision Matrix in Project, Program and Portfolio Management]]
|-
|-
|Group 20
|Caroline Hellerung
|Holm
|s175026
|New
|[[Resistance to Change Mapping]]
|-
|-

Resistance to Change Mapping

2023-02-12T22:39:28Z

Caroline:

Resistance to Change Mapping

2023-02-12T22:38:29Z

Caroline:

Resistance to Change Mapping

2023-02-12T22:30:55Z

Caroline:

Resistance to Change Mapping

2023-02-12T22:29:17Z

Caroline: Created page with "Projects related to change are almost inevitable to receive resistance from some of the people who will be affected by the change (Olsson et al., 2018). Dent and Goldberg (199..."