Applying principles of change management in ergonomic projects: A case study

Abstract

The authors describe a project aimed at structuring the actions and clarifying the role of an ergonomist in large, political, multiclient projects in sectors with high physical workload. A general change management model (model of planned change; L. de Caluwé & H. Vermaak, 1999) was used as a starting point. Its applicability to the ergonomists' work within the noted context was checked through interviews with five project managers. The conclusion was that ergonomists can't apply the model as a whole, as they're not managing the change process. Parts of the model, however, were regarded helpful to structure the ergonomists' actions and attune these to the change process of the sector. Discussion sessions and interviews with ergonomists were then organized to incorporate the useful parts of the model into a practical framework: the change management in ergonomics framework. © 2006 Wiley Periodicals, Inc. Hum Factors Man 16: 195–223, 2006.