User:Rjc12/sandbox

Project Proposal - October 30, 2015
Change Management

“The Obama Administration”

Group Members:

Turner Coulson - tkc21

Ryan Court - rjc12

Timothy Haynes - tjh6

Kelly Phan - khp10

Iliana Sepulveda- i_s46

Summary & Evaluation

Summary:

Change management is the practice of transitioning individuals, departments, and organizations to a desired future state. Globalization and a constantly changing business environment have caused organizations to need to adapt to new methods of conducting business, namely by developments in media and technology. By developing processes for completing tasks and by training people to use new technological innovations, change management provides a structured approach to remaining competitive in the global marketplace.

Evaluation:

The article is structured appropriately by theme with a title, an introduction, and a table of contents, followed by the “History,” “Approach,” “See Also,” and “References” headings complete with subheadings. The lead section could be expanded upon to more fully summarize the article’s content and purpose. The “History” section is arranged chronologically by decade from the 1960s to the 2010s, although it is missing a 1970s section. The article is balanced well overall. Many significant aspects of change management are covered, though in a general and vague manner. The article could be expanded to include more information on the topic, namely in the “History” section. It could also include recent developments in change management, along with examples of how it is being implemented in the business world. The “Reasons for Change” and “Managing the Change Process” sections both receive lots of space to appropriately cover the topics. We will add several important models to the “Managing the Change Process” section covering the process of change management.

Overall, the coverage is currently neutral for the most part, with the article being unbiased and emphasizing facts about the change management process. However, it mostly includes all positive and neutral statements, and it needs to also include negative facets of change management to remain objective in nature. We will add a section called “Challenges of Change Management” to the “Approach” section describing barriers that hinder its implementation. This would help for the article to be read as a non-bias encyclopedia article. Also, we discovered that change management is emerging as a scholarly discipline where it is being taught as a field at an increasing number of universities. We will include a section called “Change Management as an Academic Discipline” to cover this information.

The article makes references to reliable sources that are included in the “References” section at the end. It lists eleven (11) footnotes that are properly cited, including authors’ names, article and publication titles, dates published, ISBN number, URLs, and date of retrieval. The sources are mostly authoritative publications like scholarly journals, although the first reference in the list is from Forbes Online. Citations are needed in the “Managing the Change Process” section. The article includes links to other Wikipedia sites where necessary. We will add new Wikipedia links where necessary, including links to our change management models under the “Change Models” section. The article is properly categorized in the “Change Management” category on Wikipedia.

Currently, this article is within the larger WikiProject Business network. It is only rated C-Class on the project’s quality scale, meaning the article is substantial, but it is still missing important content or contains some irrelevant information. The article does not contain enough reliable information to be used as for a moderately detailed study. This article is, however, rated as Top-importance on the project's importance scale. This article has a fairly robust Talk page that includes a decent amount of user dialogue.

Overall, we could expand on the article to increase its scholarly value. We could also clean it up to close gaps in content and solve cleanup problems. We could give it a direction of change management being more about a change in people and an organization’s culture (the human element) rather in the actual infrastructure of the organization.

Detailed Outline of Proposed Revisions

•	Overview

•	1.0 History

o	1.1. Roots in grief studies (Welbourne)

o	1.2 1960s

•	Everett Rogers

•	Grouping of people - innovators, early adopters, early majority, late majority and laggards

o	1.3 1970s

o	1.4 1980s

•	Julien Phillips in Human Resource Management

•	Daryl Conner and Don Harrison - Managing Organizational Change model

o	1.5 1990s

•	Lisbon objectives for public sector (Karyotakis)

o	1.6 2000s

•	Linda Ackerman Anderson in Beyond Change Management

o	1.7 2010s

•	Christina Dean in RIMER Managing Successful Change

•	2.0 Approach

o	2.1 Reasons for Change

o	2.2 Change Models

•	Lewin Change Model

•	John Kotter’s Eight Stages for Change Management (Vora)

•	McKinsey 7-S Framework

•	Deming Cycle of Plan-Do-Check-Act (Vora)

o	2.3 Choosing What Changes to Implement

•	Four major factors

o	2.4 Managing the Change Process

•	Four-step process of effectively managing organizational change

•	Explain “Quality Management” in relation to change process (Obisesan)

•	Importance of “middle managers” in change process (McGurk)

•	Protection-motivation Theory (Welbourne)

•	Jim Collins’ Good to Great model (Vora)

•	Tom Peters’ Project Management Fundamentals model (Vora)

•	Factors of successful change management

o	2.5 Link to human factors, efficiency, productivity, quality management, implementation

•	3.0 Change Management as an Academic Discipline

o	3.1 Theory and Intervention Strategies (Welbourne)

o	3.2 Universities (Welbourne)

•	Diploma of Change Management in Australia

•	4.0 Challenges of Change Management

o	4.1 Two Main Challenges - Integration and Navigation (Worren)

•	Integration - strategic, social, and technical components

•	Navigation - ongoing management over time during the change program

•	Kim and Mauborgne’s Tipping Point Leadership Model (Vora)

o	4.2 Human Factors - resistance, communication, empowerment, involvement, and organizational culture (Verhulst)

•	5.0 See Also

•	6.0 References (to be added)

o	Gans, K. (2011, October). Should You Change Your Thinking About Change Management? Retrieved from http://search.proquest.com.libproxy.txstate.edu/abiglobal/docview/1014177413/29CDA4E893724AB1PQ/27?accountid=5683

o	Karyotakis, K. M.; Moustakis, V. S. (2014). Reinvention of the Public Sector: Total Quality Management and Change Management. Retrieved from http://eds.a.ebscohost.com.libproxy.txstate.edu/eds/pdfviewer/pdfviewer?sid=714c4145-d9f2-4c75-b42c-7f8e70bb1c20%40sessionmgr4005&vid=1&hid=4205

o	McGurk, P. (2011). The contingent role of management and leadership development for middle managers: Cases of organisational change from the public services (Order No. U638301). Available from ProQuest Dissertations & Theses Global. (1687704313). Retrieved from http://search.proquest.com/docview/1687704313?accountid=5683

o	Obisesan, A. A. (1998). Quality management and system change in three suburban public school districts (Order No. 9839515). Available from ProQuest Dissertations & Theses Global. (304424068). Retrieved from http://search.proquest.com/docview/304424068?accountid=5683

o	Verhulst, E., & Lambrechts, W. (2015). Fostering the incorporation of sustainable development in higher education. Lessons learned from a change management perspective. Journal Of Cleaner Production, 106189-204. doi:10.1016/j.jclepro.2014.09.049

o	Vora, M. K. (2013). Business Excellence Through Sustainable Change Management. Retrieved from http://search.proquest.com.libproxy.txstate.edu/abiglobal/docview/1432236622/29CDA4E893724AB1PQ/18?accountid=5683

o	Welbourne, T. M. (2014). Change Management Needs a Change. Retrieved from http://eds.a.ebscohost.com/eds/detail/detail?vid=1&sid=ef8e74ac-0c6e-40a9-9749-20c544ba9e1c%40sessionmgr4001&hid=4102&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#AN=102376862&db=bth

o	Worren, N. A. M.; Ruddle, K. (September 1999). From Organizational Change to Change Management: The Emergence of a New Profession. Retrieved from http://search.proquest.com.libproxy.txstate.edu/abiglobal/docview/236248857/29CDA4E893724AB1PQ/25?accountid=5683

Note: Revisions to article outline highlighted in yellow, ex. Revision

Joint Work Plan

Project Timeline:

September 16	Annotated Bibliography (individual) posted to sandbox by each member

October 30	Project Proposal (group) and Team Evaluation (individual) due

November 2-6	Review mark-up by Dr. Hanks & adjust Project Proposal as needed; focus on project plan and overview

November 9-13	Evaluate articles revisions & begin making planned revisions

November 16-19	Apply changes to article; prepare for Peer Review

November 20	Peer Review (individual)

November 23-27	Evaluate and discuss Peer Review revisions & finish all revisions still needed; prepare Presentation

November 30	Completed Article Revisions (group); meet to practice Presentation

December 2	Presentation (group) and Reflection (individual)

Responsibilities:

Turner Coulson - “Overview,” “History,” editing, reviewing

Ryan Court - “Approach,” “Change Management as an Academic Discipline,” editing, reviewing

Timothy Haynes - “Challenges to Change Management,” editing, reviewing

Kelly Phan - “Overview,” “History,” “Approach,” Coding, editing, reviewing

Iliana Sepulveda - “Overview,” “History,” “Approach,” editing, reviewing

Rjc12 (talk) 15:23, 30 October 2015 (UTC)

Annotated Bibliography

Gans, K. (2011, October). Should You Change Your Thinking About Change Management? Retrieved from http://search.proquest.com.libproxy.txstate.edu/abiglobal/docview/1014177413/29CDA4E893724AB1PQ/27?accountid=5683

Kathy Gans’ article emphasizes the benefits of organizations understanding the concept of change management. She offers data from a poll by Prosci in which respondents show confusion with the concept of change management and proceeds to explain how organizations could benefit from knowing how change management works. Gans reveals that change management focuses on the human aspect of any business change most importantly. She details how to gauge employees’ readiness for a new implementation by giving them questionnaires and surveys. She explains that an organization should develop a team, get executives involved, use good communication, engage in employee training, recognize and reward success, and remember to continue to provide change management. Gans' article will be useful for our project because it describes the nature of change management. The article describes how to successfully implement a change by detailing the process of change management.

Worren, N. A. M.; Ruddle, K. (September 1999). From Organizational Change to Change Management: The Emergence of a New Profession. Retrieved from http://search.proquest.com.libproxy.txstate.edu/abiglobal/docview/236248857/29CDA4E893724AB1PQ/25?accountid=5683

The authors of this article explain that traditional organizational development is outdated, organizational development departments do not understand business, and organizational development departments have not grown. However, change management is emerging as a new version of organizational development that deals with both the business world and human relations. Consulting firms have added change management departments, and major universities are beginning to teach change management. Change management as a discipline encompasses theory and intervention strategies associated with organizational development, human resource management (HRM), project management, and strategic change. Change interventionists consist of teams of people with complimentary skills who intervene in an organization to provide guidance. Two key challenges of change management are integration between strategic, social, and technical components, and navigation, or ongoing management over time during the change program, which requires many projects. This article will be useful to our project because it describes how change management has become a new profession that is gaining momentum. We could implement this into our presentation by showing how people could work for a private consulting company like McKinnsey & Company or Accenture consulting for the public sector.

Vora, M. K. (2013). Business Excellence Through Sustainable Change Management. Retrieved from http://search.proquest.com.libproxy.txstate.edu/abiglobal/docview/1432236622/29CDA4E893724AB1PQ/18?accountid=5683

Manu K. Vora owns his own quality management global consulting practice. The Change Management Foundation requires leadership to set direction, project management to take care of technical aspects of change, and people to implement the change. Leadership is one of the key components of initiating and sustaining an organizational change. Manu offers many charts detailing aspects of change management, including an organizational profile, a change management model, the Deming cycle of continuous improvement, project management fundamentals, software project failure statistics, the Standish CHAOS Report, an organizational excellence model, employee-customer-profit chain for Sears department store, an employee excellence model, tipping point leadership, ASQ certification process improvement, and John Kotter’s eight stages for successful change. He describes the need for good project management skills and describes how to develop and manage a project. This article is very useful to our project because it includes numerous charts and diagrams that we can insert into our PowerPoint presentation to explain visually how change management works and the components it consists of.

Welbourne, T. M. (2014). Change Management Needs a Change. Retrieved from http://eds.a.ebscohost.com/eds/detail/detail?vid=1&sid=ef8e74ac-0c6e-40a9-9749-20c544ba9e1c%40sessionmgr4001&hid=4102&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#AN=102376862&db=bth

The author describes how change management has been ineffective in the past and provides a survey that shows confidence in change is declining. Change management has its roots in grief studies because consultants originally used health-related grief models to solve organizational problems. The business world is changing faster than ever, so change has to be embraced as constant. The author describes Protection-motivation theory to develop interventions for large-scale attitudinal and behavioral changes. She then provides a case study of Change Lens, a large global telecommunications company that was in the middle of reorganization due to several acquisitions. My group can use this article to show how the business world is developing and how change management is evolving.

Karyotakis, K. M.; Moustakis, V. S. (2014). Reinvention of the Public Sector: Total Quality Management and Change Management. Retrieved from http://eds.a.ebscohost.com.libproxy.txstate.edu/eds/pdfviewer/pdfviewer?sid=714c4145-d9f2-4c75-b42c-7f8e70bb1c20%40sessionmgr4005&vid=1&hid=4205

The authors explain that during the 1990s there was a growing need to modernize and reform the dysfunctional bureaucratic public sector. Due to the Lisbon European Council in 2000, governments around the world began launching national programs for the reinvention of the state to change overall government performance. Administrative reforms include improving services provided to citizens by setting goals and evaluation, improving the quality of regulation, and improving social dialogue. Governments should also reform by simplifying administrative processes, introducing “Electronic Government,” making qualitative improvements to human resources, and strengthening institutional transparency and control. By achieving the Lisbon objectives in the economic and social field, national administrations prove that they are effective and efficient. The authors provide a graph depicting the difficulty of achieving change and explain resistance to change. This article is useful for our project because it can demonstrate how change management is being utilized in the renovation of the European public sector.

Rjc12 (talk) 14:05, 16 October 2015 (UTC)