Padar, K., Pataki, B., Sebestyen,
Z. (2011). A comparative analysis of stakeholder and role theories in project
management and change management. International
Journal of Management Cases, 13(4), 252-260.
The authors have recognized something that is part of the
constructs of my client work: project
management is a focused, somewhat short-term initiative to bring about a
desired improvement, while change management is a longer-term, often dynamic—or
at least adaptive—approach to effect an new behavior in an organization. There is certainly overlap between the two,
the authors point-out, and in my experience the project work spawns the need
for the change work , so that, too, fits with my experience.
Where the authors assess that overlap is in roles: the people that do the work through projects
and change initiatives. They arrive at
the conclusion that the principle roles in project management and change
management have very similar “ job requirements,” (my term) and that these
individuals can learn much from one another’s disciplines.
The authors provide some perspective on earlier research
which delves into why people become willing to change, arriving at the
conclusion that people change when they feel that they are losing control over
their environment. They cite (Conner,
1993) and (Mink et al, 1993) on this topic.
I find it helpful that they have given thought to roles in
change management, and not just to the strategies and tactics which need to be
employed. Similar to a RACI
(responsible, accountable, consulting, and informed) matrix, the change roles
are defined as sponsors, agents, targets, and advocates. They then define each of these roles. They work-through a similar exercise for
project management, and provide a table which matches the project and change
roles using roles terms from earlier researchers. That is helpful.
The three authors teach at the Budapest
[Hungary ] University
of Technology
