Is There a Divide Between Change Management Theory and Practice?

This research examines the different emphases that academics and practitioners place on change management to understand whether there is a divide between change management theory and practice. Scientometric research techniques have been used to compare three corpora: one composed of relevant abstracts from the general management literature on change management; one composed of abstracts from the specialist change management literature; and one composed of transcripts of interviews with practitioners who are working in change management. The general management literature on change management showed an emphasis on an abstract understanding of the learning organization and knowledge management, while the specialist change management literature placed greater emphasis on culture, value and social identity. In contrast, the practitioners focused at the individuals, team and project level, emphasising the need for change managers to be able to rapidly identify key drivers within a new context, and to be able to effectively use targeted communication to achieve change program objectives. Finding significant differences between these corpora, supports other researchers’ assertions that there is a divide between change management theory and practice

Should project management aspire to be an archetypal profession: evidence from Australian-based research

Many occupations aspire to recognition as a profession. The question of whether or not project management is a profession has arisen multiple times within the literature, but answers vary. It is possible to identify common traits that typify occupations that are consistently agreed to have professional status. Project management is reviewed against these professional traits. This study also reports on the findings of two surveys, which provide insight into project managers’ perceptions of their own field. Survey responses are compared to their perceptions of change management, an arguably comparable field. Then, project managers’ views are compared to the general public’s perception of project management. It is found that a number of the archetypal traits of professions may not be relevant or desirable for project management. However, some approaches for developing the image of the field of project management to professional status are identified and discussed

Complex Projects: What are they and how can we manage them more effectively?

The word `complex is now being widely used to describe projects which are extraordinarily difficult to manage and control. Are these projects just very difficult or do they exhibit special characteristics that entitle them to be called `complex? Some authors argue that so-called `complex projects are simply larger projects with more stakeholder issues. Nevertheless, there is a growing recognition amongst project practitioners and academics that particular projects seem to be more than just difficult and these projects have very special characteristics that pose extraordinary management challenges. This paper argues that these special projects exhibit aspects in common with `complex adaptive systems. If we accept that some projects behave in very different or unpredictable ways, how do we manage them? This is the practical question at the focus of this paper. Do approaches exist which will assist the practitioner with these special or `complex projects? The paper presents a discussion of project complexity using `complex adaptive systems thinking as a lens. Findings from part of a continuing research program are presented and discusse

Hard and Soft Projects: a framework for analysis

This paper provides clarification on the use of the terms `hard' and `soft' in the context of project and program management, by exploring what it means for a project to be hard or soft. This paper draws on the authors' practice based research into large organisational change programs in a variety of contexts, and the literature on project management, systems thinking and evaluation. A framework for exploring the hardness and softness of project process and outcomes is provided. It acts as an aid to structured discussion and informed decision making about the application of methods for managing projects and programs and the appropriate methods for evaluating their success. This framework is designed to aid in the transfer of lessons learned to practice by offering a common point of comparison between projects, and has potential for use as a predictive aid to resourcing. Its use is demonstrated in three cases

Understanding the divide between the theory and practice of organisational change

This paper reviews the different ways that academics and practitioners write about and discuss change management, to develop an understanding of whether there is a divide between the theory and practice of change management. This research used scientometric research techniques to compare three corpora: one based on the most cited research in the general management literature on change management; one based on the most cited research in specialist change management journals; and one based on interviews with practising change managers. It was found that the general management literature emphasised an abstract understanding of knowledge management and the learning organisation, while the change management literature focused more on issues associated with value, culture and social identity. The practitioners emphasised issues at the individual, project and team levels, the need for the effective use of targeted communication to achieve organisational change objectives, and the value of rapidly identifying key drivers in a new context. This research found significant differences between these three corpora, which lends support to other researchers’ claims of a divide between theory and practice in change management

Lower Bounds for Heights in Relative Galois Extensions

The goal of this paper is to obtain lower bounds on the height of an algebraic number in a relative setting, extending previous work of Amoroso and Masser. Specifically, in our first theorem we obtain an effective bound for the height of an algebraic number $\alpha$ when the base field $\mathbb{K}$ is a number field and $\mathbb{K}(\alpha)/\mathbb{K}$ is Galois. Our second result establishes an explicit height bound for any non-zero element $\alpha$ which is not a root of unity in a Galois extension $\mathbb{F}/\mathbb{K}$, depending on the degree of $\mathbb{K}/\mathbb{Q}$ and the number of conjugates of $\alpha$ which are multiplicatively independent over $\mathbb{K}$. As a consequence, we obtain a height bound for such $\alpha$ that is independent of the multiplicative independence condition

Ozone and alkyl nitrate formation from the Deepwater Horizon oil spill atmospheric emissions

Ozone (O3), alkyl nitrates (RONO2), and other photochemical products were formed in the atmosphere downwind from the Deepwater Horizon (DWH) oil spill by photochemical reactions of evaporating hydrocarbons with NOx (=NO+NO2) emissions from spill response activities. Reactive nitrogen species and volatile organic compounds (VOCs) were measured from an instrumented aircraft during daytime flights in the marine boundary layer downwind from the area of surfacing oil. A unique VOC mixture, where alkanes dominated the hydroxyl radical (OH) loss rate, was emitted into a clean marine environment, enabling a focused examination of O3 and RONO 2 formation processes. In the atmospheric plume from DWH, the OH loss rate, an indicator of potential O3 formation, was large and dominated by alkanes with between 5 and 10 carbons per molecule (C 5-C10). Observations showed that NOx was oxidized very rapidly with a 0.8h lifetime, producing primarily C6-C10 RONO2 that accounted for 78% of the reactive nitrogen enhancements in the atmospheric plume 2.5h downwind from DWH. Both observations and calculations of RONO2 and O3 production rates show that alkane oxidation dominated O3 formation chemistry in the plume. Rapid and nearly complete oxidation of NOx to RONO2 effectively terminated O3 production, with O3 formation yields of 6.0±0.5 ppbv O3 per ppbv of NOx oxidized. VOC mixing ratios were in large excess of NOx, and additional NOx would have formed additional O3 in this plume. Analysis of measurements of VOCs, O3, and reactive nitrogen species and calculations of O3 and RONO2 production rates demonstrate that NOx-VOC chemistry in the DWH plume is explained by known mechanisms. Copyright 2012 by the American Geophysical Union

The glyoxal budget and its contribution to organic aerosol for Los Angeles, California, during CalNex 2010

Recent laboratory and field studies have indicated that glyoxal is a potentially large contributor to secondary organic aerosol mass. We present in situ glyoxal measurements acquired with a recently developed, high sensitivity spectroscopic instrument during the CalNex 2010 field campaign in Pasadena, California. We use three methods to quantify the production and loss of glyoxal in Los Angeles and its contribution to organic aerosol. First, we calculate the difference between steady state sources and sinks of glyoxal at the Pasadena site, assuming that the remainder is available for aerosol uptake. Second, we use the Master Chemical Mechanism to construct a two-dimensional model for gas-phase glyoxal chemistry in Los Angeles, assuming that the difference between the modeled and measured glyoxal concentration is available for aerosol uptake. Third, we examine the nighttime loss of glyoxal in the absence of its photochemical sources and sinks. Using these methods we constrain the glyoxal loss to aerosol to be 0-5 × 10-5 s-1 during clear days and (1 ± 0.3) × 10-5 s-1 at night. Between 07:00-15:00 local time, the diurnally averaged secondary organic aerosol mass increases from 3.2 μg m-3 to a maximum of 8.8 μg m -3. The constraints on the glyoxal budget from this analysis indicate that it contributes 0-0.2 μg m-3 or 0-4% of the secondary organic aerosol mass. Copyright 2011 by the American Geophysical Union