ABSTRACT
Culture change management (CCM) is based on a very different approach to the one we have been using in project change management (PCM). In PCM, we are very concerned about overloading the workforce with too many changes at the same time driving them into future shock that causes the individual to become dysfunctional. The real difference between PCM and CCM is the impact it has on the people required to change. With PCM about 10% of the organization's employees are candidates to be part of the PCM methodology each year. While the objective of the PCM is to assist the project manager in getting the project completed on time and within cost, the objective of the CCM is to provide ongoing opportunities for the individual to adjust to a moderate level of change stress on a regular basis. Organizations can measure the resiliency enhancement level by monitoring the organization's changes in behavior as defined by the five resilient characteristics.
