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Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) www.bmc-online.com and PMCTQuest (Canada) www.pmctquest.com Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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February 19, 2008

Thinking about change needed? Maybe you should be more ‘worried’ about how to make it real!

Change in Chunks
Other postings in this website have presented strategies to “Change”. In this section we are going to explore how to overcome “Resistance to Change” that resides in mindsets of organizational members. Roger et al. (1994) offer six suggestions on how to avoid, and when necessary overcome resistance in order to realize lasting fundamental changes.
Previously, there were two choices for change: incremental (too minor to cope with environmental change- stable environments) or revolutionary processes (too devastating- crisis situations) (Roger, 1994). However, the optimal dominant solution is the “process tectonic to evoke a seismic metaphor” fig. below

Figure: Chunky changes' environmental impact adopted from Roger, 1994

The set of beliefs (mental models) members hold about the identity of the organization represent the “organizational identity”, a basic part of organizational culture. Organizational identity is considered as central, distinctive and enduring about the organization. It is embedded within members’ cultural values and limits organizational change (Albert et al, 1995).
Two specific Mental Barriers hinder fundamental change as shown in fig. below

Figure: mental barriers and handling strategies adopted from Port et al, 1991

Using ideal organizational identity to change current identity: Identify current identity: “Who we are” and Ideal identity: “Who we want to be” then identity the gap between them (Thomas et al, 1991)
The Earthquake Metaphor: change should be large enough to overcome the inertia that plagues large organizations while avoiding catastrophic side effects of massive revolution. As shown in fig. below.

Figure: the earthquake metaphor adopted from Albert et al, 1995

The Six steps for implementing change as described by Roger et al (1994) are as follows:

Best regards,
Samer

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