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Bea Griffith-Cooper and Karyl King Interview  -  October 8, 2008, 3:30 pm Conversations on HPT Webcast

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Karyl King

KARYL KING, PMP,has 15 years of leadership experience in project management, specifically in developing project management methodologies in the new product development and health care industries. She is experienced in leading and working collaboratively with team members to complete projects in new product development, quality enhancement, rapid tooling, and information technology development, using the Toyota lean methodology for process improvement.

Dr. Bea Griffith-Cooper
Instructional Designer, Faculty Center for Teaching and Learning
Ferris State University

BARBER GRIFFITH-COOPER MEd, has served the healthcare industry for over16 years as a consultant, adviser,trainer, mentor,and change agent. From her graduate studies in human and organizational development, she draws on a wide range of interventions from multiple disciplines, including instructional systems design, organizational development, human resource management, and behavioral psychology. Bea has published The Theory of Variation: Making Sense of Process Improvement Data (workshopmanual)and Introduction to Profound Knowdedge(coursepack). In January 2007, Bea and Karyl co-authored an article entitled,The Partnership Between Project Management and Organizational Change: Integrating Change Management with Change Leadership, in ISPI's Performance Improvement publication. Currently Bea works at Ferris State University as a resource to improve faculty teaching and learning. She also teaches as adjunct faculty.


[Dr. John Wedman]

Dr. John Wedman
Director, School of Information Science & Learning Technologies
University of Missouri-Columbia

[ Elliott McClelland]

Elliott McClelland
Communication Specialist
School of Information Science and Learning Technologies


Projects drive change and change is an inherent result of a project. Successful projects require change readiness to demonstrate sustainable outcomes. However, documented success rates for project change initiatives are low. Coupling the strengths of project management (PM) methods with change leadership (CL) strategies can increase the likelihood of project success. Change management (leadership) refers to a set of principles, techniques or activities applied to the human aspects (e.g. behaviors) of executing change in order to influence individual's intrinsic acceptance while reducing their resistance to change (Griffith-Cooper & King, 2007). Project management refers to the application of knowledge, skills, tools and techniques to project activities to meet the project requirements (Project Management Institute PMBOK® Guide, 2004). Adequately determining the overall project change scope can lead to a more accurate assessment of readiness and organizational capacity for sustained project success. The Change Readiness Rubric is a tool that leverages the strengths of CL and PM methods to inform project scope, readiness and capacity.

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