CHALLENGES TO INTERPROFESSIONAL COLLABORATION BETWEEN PROJECT AND CHANGE MANAGERS Exploratory Study Using a Paradox Lens

  • Rizwana Narvel

Student thesis: Master of Philosophy

Abstract

This thesis sets out to explore the challenges in interprofessional collaboration between project and change managers taking a paradox lens. Literature evidences the need for integration between the two professions yet has not been able to identify the challenges faced by project and change managers during the project lifecycle and the root causes of the challenges. One of the issues identified in literature is rivalry between the two professions. This study explores this further by first understanding the challenges to interprofessional collaboration and second, analyzing the tensions that arise between project and change managers during 2nd order change projects. The study presents the reader with an understanding of some key constructs that provide insight into the characteristics of interprofessional collaboration and the respective challenges. The three constructs of professionalism, collaboration and collegiality are studied and analyzed through which six key themes are extracted. The six themes are identified as enablers of interprofessional collaboration. The six key enablers are used to explore tensions through a paradox lens. Four paradoxes are used for the analysis of practitioner case studies and the books of knowledge published by two bodies of knowledge, namely, Project Management Institute and Change Management Institute. Case studies and the books of knowledge, Project Management Book of Knowledge and Change Management Book of Knowledge, are analyzed using the paradox framework, which includes the paradox of learning, paradox of belonging, paradox of organizing and paradox of performing. The analysis shows that paradoxes play a role in creating barriers to interprofessional collaboration. Where paradoxes are not clearly identified, it was evidenced that the books of knowledge through their teachings, can create tensions between the two professions. The six key enablers are required in order to reduce tensions and mitigate paradoxes. Moreover, as long as paradoxes are recognized and accepted, with the minimum availability of the six key enablers, there is possibility for project and change managers to work through the paradoxes and overcome interprofessional collaboration. This secondary research and analysis contribute to academic and practitioner research on interprofessional collaboration between project and change managers. It contributes further to allow for further study of the six enablers to identify approaches and behaviors to the integration of project and change management.
Date of Award1 Aug 2023
Original languageEnglish
Awarding Institution
  • The University of Manchester
SupervisorAnne Mcbride (Supervisor) & Carl Gavin (Supervisor)

Keywords

  • Paradox
  • Integration of project and change management
  • Interprofessional collaboration
  • Change management
  • Project Management

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