Москва, г. Москва и Московская область, Россия
Статья посвящена проблеме сопротивления организационным изменениям. Цель исследования — выявить зависимости между стилями разрешения конфликтов, возникающих при проведении проектов организационных изменений и эффективностью проекта. Результаты имеют практическое значение для повышения успеха проектов организационных изменений и аналогичных проектов с высокой степенью неопределенности либо требующих интеллектуального человеческого ресурса для решения когнитивных задач.
управление проектами организационных изменений, сопротивление изменениям, управление конфликтами, социально-психологические основы управления проектами.
Проектам организационных изменений в целом и сопутствующему сопротивлению на сегодняшний день посвящено немало исследований [22; 23; 25; 26; 39; 42; 47; 48; 50; 51; 56–59], в том числе изучающих проблему с социально-психологической точки зрения [6; 9; 18; 21; 41; 45; 52; 66; 71; 74]. Кроме того, особый практический интерес представляют исследования, фокусирующиеся на выявлении специфических личностных характеристик участников проектов, социально-психологических характеристик проектных работников, влияющих на различные показатели проектной деятельности [3–5; 7; 15; 30; 69], в том числе на степень сопротивления проекту, поскольку их результаты позволяют прогнозировать поведение сотрудников, связанное с сопротивлением организационным изменениям, а значит, дают возможность адаптировать программу их внедрения с учетом ожидаемой реакции на них.
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