# A Continuous Monitoring and Reallocation Method for Successful Decisions in Change Management
## 4 Experiments and Results
### First Experiment: Algorithm Implementation
\begin{table}
\begin{tabular}{c c c c c c c c c c c} \hline \hline  & & \multicolumn{8}{c}{**Resistance (\(R_{ij}(t=0)\))**} \\ \hline \multicolumn{1}{c}{**Human**} & & & & & **Tasks (\(j\))** & & & & \\ \multicolumn{1}{c}{**Resources (\(i\))**} & **1** & **2** & **3** & **4** & **5** & **6** & **7** & **8** & **9** & **10** \\ \hline
1 & 10 & 0 & 6 & 5 & 12 & 11 & 3 & 17 & 17 & 7 \\
2 & 7 & 1 & 11 & 2 & 6 & 16 & 17 & 16 & 16 & 17 \\
3 & 10 & 1 & 14 & 18 & 6 & 15 & 6 & 7 & 6 & 7 \\
4 & 10 & 17 & 6 & 7 & 15 & 12 & 1 & 11 & 9 & 2 \\
5 & 15 & 16 & 16 & 15 & 9 & 13 & 4 & 14 & 3 & 10 \\
6 & 2 & 14 & 2 & 9 & 1 & 1 & 5 & 13 & 0 & 1 \\
7 & 2 & 1 & 1 & 14 & 11 & 12 & 1 & 7 & 5 & 11 \\
8 & 11 & 10 & 11 & 9 & 0 & 17 & 4 & 15 & 15 & 1 \\
9 & 8 & 5 & 13 & 17 & 7 & 10 & 3 & 19 & 1 & 17 \\
10 & 3 & 6 & 2 & 12 & 15 & 15 & 14 & 5 & 18 & 2 \\ \hline \hline \end{tabular}
\end{table} 
Table 4: Resistance matrix for each employee and task. \begin{table}
\begin{tabular}{c c c} \hline \hline \multicolumn{1}{c}{**Human Resources (\(i\))**} & **Tasks (\(j\))** & **Performance (\(P_{ij}(t=0)\))** \\ \hline
1 & 7 & 97 \\
2 & 2 & 99 \\
3 & 9 & 99 \\
4 & 1 & 99 \\
5 & 5 & 99 \\
6 & 10 & 97 \\
7 & 6 & 98 \\
8 & 3 & 98 \\
9 & 8 & 97 \\
10 & 4 & 97 \\ \hline Total Performance & 980 \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Optimal allocation at \(t=0\). period (\(t=15\)). In all these iterations, the Hungarian algorithm is used to reallocate human resources to tasks, and the total performance is calculated again. New resistance matrices are created with random values in a range according to Table 3, from \(t=1\) to \(t=14\). A new performance matrix is calculated in every iteration according to Equation (9). In step 7, when the change period ends (\(t=15\)), the Hungarian algorithm is used one last time to reallocate human resources to tasks. Finally, in step 8, the total performance is calculated according to the last human resource reallocation. The main innovation of the proposed method (CoMoRe) compared to the CCMM is that it monitors and provides decisions for reallocating human resources to tasks during the change period. On the contrary, the classical method keeps workers in the same initial positions throughout the change period, so it cannot take advantage of new information about people's ability to accept change during the change period. An example of reallocations during the iterative process (from \(t=0\) to \(t=14\)) is shown in Table 5. For example, worker 2 (\(i=2\)) initially works at task 2 at \(t=0\) and \(t=1\) and then works at task 1 at \(t=2\) and at task 4 from \(t=3\) until the end of the change period. The employees that perform a specific task can also be observed. For example, task 2 (\(j=2\)) is initially performed by worker 2 at \(t=0\) and \(t=1\), then by worker 9 at \(t=2\) and \(t=3\), and finally, by worker 6 from \(t=4\) until the end of the change period. Reallocations are more frequent in the early stages. Bold numbers in Table 5 indicate when human resources remain at the same task until the end of the change period.