Moskva, Moscow, Russian Federation
This article is devoted to a problem of resistance to organizational changes in projects in general and its socio-psychological aspect in particular. During the literary review the points of view on interrelation of project management and organizational change management are revealed, types and models of organizational changes introduction are allocated. Besides, the review includes the works devoted to socio-psychological aspect of change management, and the conflicts as to a consequence of these changes, and their influence on project success.
management of organizational change projects, resistance to change, conflict management, socio-psychological foundations of project management.
Проблема организации и проведения организационных изменений
Проблеме организации и проведения организационных изменений уделено немало внимания в научной литературе. Так, в 1960-х гг. стали появляться программы организационного развития (organizational development), фокусировавшиеся, в первую очередь, на поддержке постепенных организационных изменений. Впоследствии с разработкой проблематики стратегических изменений появляется большое количество моделей. Например, в 1974 г. модель, разработанная Watzlawick, предусматривала два вида изменений: first-order и second-order, проводившими различие между качественными изменениями системы и перенастройкой отдельных компонентов внутри системы, а в 1976 г. Golembiewski разработал модель организационных изменений, в основе которой лежали три типа трансформации: «альфа», «бета», «гамма». При «альфа»-изменении расширяется существующее поле деятельности сотрудников, при «бета» — устанавливаются новые стандарты работы, переход посредством «квантового скачка» в способе осуществления работ имеет место при «гамма»-трансформации [30].
1. Bagrationi K.A. Psikhologicheskiy podkhod k konfliktmenedzhmentu proektov: tipologiya, prichiny, upravlenie (chast’ 1) [A psychological approach to conflict management projects: typology reasons Management (Part 1)]. Upravlenie proektami i programmami [Management of projects and programs]. Moscow, 2011, I. 3, pp. 210-219.
2. Bagrationi K.A. Psikhologicheskiy podkhod k konfliktmenedzhmentu proektov: tipologiya, prichiny, upravlenie (chast’ 2) [A psychological approach to conflict management projects: typology reasons Management (Part 2)]. Upravlenie proektami i programmami [Management of projects and programs].]. Moscow, 2011, I. 4, pp. 280-290.
3. Bagrationi K.A. Upravlenie izmeneniyami: faktory, vliyayushchie na uspekh proekta [Change management: factors affecting the project success]. Rossiyskiy zhurnal upravleniya proektami [Russian Journal of Project Management]. 2013, V. I. 4, pp. 56-64. DOI:https://doi.org/10.12737/1962.
4. Bagrationi K.A., Reshetko S.A., Kirina M.A. Upravlenie riskami v proektah: psihologicheskij podhod. Chast´ 1 [Riskmanagement in projects: psychological approach. Part 1]. Problemy teorii i praktiki upravleniya [Problems of the theory and practice of management]. 2015, I. 5, pp. 100-107.
5. Bagrationi K.A., Reshetko S.A., Kirina M.A. Upravlenie riskami v proektah: psihologicheskij podhod. Chast´ 2 [Risk management in projects: psychological approach. Part 2]. Problemy teorii i praktiki upravleniya [Problems of the theory and practice of management]. 2015, I. 6, pp. 75-85.
6. Lebedev A.N., Bagrationi K.A. Inkorporativnost´ gruppy kak faktor soprotivleniya izmeneniyam v organizacii [Inkorporativnost of group as factor of resistance to changes in the organization]. Upravlenie proektami i programmami [Management of projects and programs]. 2013, I. 1, pp. 62-68.
7. Prilipko A.G., Bagrationi K.A. Podhody i sredstva dlya upravleniya proektami NIOKR [Approaches and means for management of the research and development projects]. Informacionnye tekhnologii i vychislitel´nye sistemy [Information technologies and computing systems], 2015, I. 1, pp. 69-76.
8. Razu M.L., Voropaev V.I., YAkutin YU.V. Upravlenie programmami i proektami: 17-modul´naya programma dlya menedzherov "Upravlenie razvitiem organizacii". Modul´ 8. [Management of programs and projects: 17-modular program for managers "Management of development of the organization". Module 8.]. Moscow, Infra-M Publ., 2000. 320 p.
9. Cipes G.L., Tovb A.S. Menedzhment proektov v praktike sovremennoj kompanii. [Management of projects in practice of the modern company]. Moscow, Olimp Publ., 2006. 304 p.
10. Amason A.C. (1997). Good and Bad Conflict in Strategic Decision Making. Strategic Decisions, Springer US, 51-63.
11. Association for Project Management. (2006). APM Body of Knowledge (5th edition). Association for Project Management, High Wycombe.
12. Barrick M.R., Mount M.K., Judge T.A. (2001). Personality and performance at the beginning of the new millennium: What do we know and where do we go next? International Journal of Selection and Assessment, 9, 9-30.
13. Bolognese A. (2002). Employee Resistance to Organizational Change. Winthrop University, Rock Hill.
14. Burnes B., Cooke B. (2012). The past, present and future of organization development: taking the long view. Human Relations, Vol. 65, No. 11, 1395-1429.
15. Chapman J.A. (2002). A framework for transformational change in organizations. Leadership and organization development journal, 23/1, 16-25.
16. Choi M. (2011). Employees´ attitudes toward organizational change: a literature review. Hum. Resour. Manag., 50 (4), 479-500.
17. Cicmil S. Implementing organizational change projects: impediments and gaps. Strateg. Chang., 8 (2) (1999), pp. 119-129.
18. Cooke-Davies T. (2002). The ´´real´´ success factors on projects. International Journal of Project Management, 20, 185-190.
19. Coser K. (1956).The functions of Social Conflict. Glencoe IL, Fre Press,
20. Costa P.T., Jr., McCrae R.R. (1992). NEO PI-R professional manual. Psychological Assessment Resources, Odessa.
21. Crawford L., Aitken A., Hassner-Nahmias A. (2014). Project Management and Organizational Change. Project Management Institute, Inc., Newtown Square, PA.
22. Crawford L., Hassner-Nahmias A.H. (2010). Competencies for managing change. International Journal Of Project Management, 28 (4), 405-412.
23. De Dreu C., Van Vianen A. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22/3, 309-328.
24. De Mascia S. (2012). Project psychology: using psychological models and techniques to create a successful project. Gower, 2012.
25. Deutsch M. (1969). Conflicts: Productive and Destructive. Journal of Social Issues, 25, 7-41.
26. Deutsch M. (1973). The Resolution of Conflict. Constructive and Destructive Processes. Yale University Press, New Haven.
27. Evan W. (1965). Conflict and Performances in R&D organizations. Industrial Management Review, 7, 37-46.
28. Fugate M., Prussia G.E., Kinicki A.J. (2012). Managing Employee Withdrawal During Organizational Change: The Role of Threat Appraisal. Journal of Management, Vol. 38, No. 3, 890-914.
29. Gardner P.J. (2009). Organizational change: all we want is better projects - why so difficult? AACE Int. Trans., PM. 03.1-PM. 03.25.
30. Golembievski R.T. (1976). Measuring change and persistence in human affairs: types of changes generated by OD designs. Journal of applied behaviorel science, Vol. 11, 143-155.
31. Griffith-Cooper B., King K. (2007). The partnership between project management and organizational change: integrating change management with change leadership. Perform. Improv. 46 (1), 14-20.
32. Henrie M., Sousa-Poza A. (2005). Project management: a cultural literary review. Project Management Journal, Vol.36, No. 1, 5-14.
33. Hill F.M., Collins L.K. (2000). A descriptive and analytical model of organizational transformation. International journal of quality & reliability management, Vol. 17, No. 9, 966-983.
34. Hornstein H. (2016). The integration of project management and organizational change management is now a necessity. International Journal Of Project Management, 33(2), 291-298.
35. Jehn K.A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40, 256-282.
36. Johnson G., Scholes K. (1989). Exploring corporate strategy. Cambridge.
37. Kaminsky J.B. (2010). Impact of Non-Technical Leadership Practices on IT Project Success. Webster University, St. Louis.
38. Kenny J. (2003). Effective project management for strategic innovation and change in an organizational context. Project Management Journal, 34 (2), 43-53.
39. King S., Peterson L. (2007). How effective leaders achieve success in critical change initiatives, Part 2: why change leadership must transcend project management for complex initiatives to be successful. Healthc Q, 10(2), 72-75.
40. Kolodny H. (2004). Integrating Project and Change Management. Visiting Speaker Series John Molson School of Business, Concordia University (Friday, April 9).
41. Levine H.G., Rossmore D. (1993). Diagnosing the human threats to information technology implementation: a missing factor in systems analysis illustrated in a case study. J. Manag. Inf. Syst., 10 (2), 55-73.
42. Lundy V., Morin P.-P. (2013). Project leadership influences resistance to change: the case of the Canadian public service. Project Management Journal, 44 (4), 45-64.
43. MacKay B., Chia, R. (2013). Choice, Chance, and Unintended Consequences in Strategic Change: A Process Understanding of the Rise and Fall of NorthCo Automotive. Academy of Management Journal, 56 (1), 208-230.
44. Nolan W., Nolan V., Nolan L. (1986). Perceptions of inequity, satisfaction and conflict in task-oriented groups. Human Relations, 39, 1033-1052.
45. Parker D., Verlinden A., Nussey R., Ford M., Pathak R.D. (2013). Critical evaluation of project-based performance management: change intervention integration. Int. J. Product. Perform. Manag., 62 (4), 407-419.
46. Partington D. (1996). The project management of organizational change. International Journal of Project Management 14 (1), 13-21.
47. Partington D., Pellegrinelli S., Young M. (2005). Attributes and levels of programme management competence: an interpretive study. International Journal of Project Management, 23 (2), 87-95.
48. Piderit S.R. (2000). Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change.Acad. Manag. Rev., 25 (4), 783-794.
49. Project Management Institute. (2004). A guide to the Project Management Body of Knowledge (PMBOK Guide), 3rd ed. PMI Publications, Newtown Square, PA.
50. Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (5th ed.). PMI Publications, Newtown Square, PA.
51. Rahim M.A. (1983). A measure of styles of handling interpersonal conflict. Academy of Management Journal, 26, 368-376.
52. Sadeh A., Dvir D., Malach-Pines A. (2007). The Implications of P-O Fit Theory to Project Management. The International Journal of Technology, Knowledge and Society, 3, 7-17.
53. Scott-Young C., Samson D. (2008). Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, Vol. 26, No. 6, 749-766.
54. Shenhar A.J. (1998). From Theory to Practice: Toward A Typology of Project Management Styles. IEEE Transactions on Engineering Management, Vol. 45, No. 1, 33-48.
55. Tjosvold D., Hui C., Yu Z. (2003). Conflict management and task reflexivity for team in-role and extra-role performance in China. International Journal of Conflict Management, 14, 141-163.
56. Turner J., Zolin R. (2012). Forecasting success on large projects: Developing reliable scale to predict multiple perspectives by multiple stakeholders over multiple time frames. Project Management Journal, 87-99.
57. Turner J.R., Müller R. (2005). The project manager´s leadership style as a success factor on projects: a literature review. Project Management Journal. 36 (2), 49-61.
