Episode #10 - Help, my project is under attack!
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Onirio delves, just for you, into all those delicate, sometimes seemingly improbable (but oh-so-real!) challenges that the world of management throws our way. In each episode, you'll find tips to gain some perspective and expertly navigate through your tricky managerial situations
Today, we're going to talk about every project manager's nightmare: resistance to change.
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🛶Today's Tricky Situation: Managing resistances on a project?
You're spearheading a project, and it feels like an uphill battle. Key stakeholders are pushing back, timelines are slipping, and you're starting to wonder how you'll ever steer this ship to success. You're convinced that there are individuals out to sink your efforts.
So, how do you navigate these turbulent waters?
⛔ Sabotaging a project: instructions for use
Any experienced project manager could write an entire book on the myriad ways resistance can manifest in projects. Here's a snapshot of the most frequent undermining tactics:
Questioning the Project's Rationale: "This project makes no sense, it doesn't address our issues"; "Things are working just fine today, why changed?"
These remarks can be expressed openly... or more quietly at the coffee machine.Spreading unfounded rumors: "We're not being told everything"; "This project has a hidden agenda..."
Some people may misinterpret the intentions of a project and circulate - sometimes intentionally - false information... and you'll have a tough time setting the record straight!Searching for every obstacle in the project: "It won't work because..."; "And how are you handling the specific case of...". Opponents raise all possible and unimaginable issues related to the project. Don't expect them to bring solutions: for them, that's your job. 😉
The contributor who always has other priorities: "I'll start as soon as I finish project XYZ"; "Sorry for the delay, I got caught up in other emergencies". When this contributor is the only one who can handle a critical task on your project, you can start to tremble...
Passivity and disengagement: "I'm waiting to be told what to do"; "I'll do it when I've got some free time".
The most common form of opposition: people believe the project isn't their concern and they're just waiting to see. Comfortably seated with popcorn, they watch the movie (= you, struggling with your project...).
How to manage resistance on your project?
Understand everyone's position regarding the project
The first step is to objectify your observations by analyzing the positions of the project's main protagonists. And sociodynamics is a useful tool for that!
You can use this 2-axis analysis grid to gain a better understanding of the "game" played by different project actors:
The level of synergy helps evaluate the energy a person invests in a project:
👉 To what extent does the person take initiatives and act?
The level of antagonism can be used to assess the level of opposition a person may have to a project:
👉 To what extent does the person disagree with the project?
The analysis represents the position of a given person, at a given moment in the project, and it allows you to identify:
Allies: They are drivers, they commit and can bring the rest of the organization on board.
Passives and Hesitants: the most numerous, they show inertia or are undecided about the project.
Opponents: they have decided to actively or passively oppose the project.
Walking into the opponents' shoes
Each individual is unique, and the reasons that may lead someone to oppose change can vary: fear of the unknown, lack of confidence in management, communication shortcomings, lack of consultation, loss of control or status...
Here are some questions to consider in order to understand a person's position:
Does she grasp the reason behind the project?
Has she recognized the benefits it brings to both her and the organization?
Does she stand to lose anything due to the project (perks, autonomy, influence...)?
Does she possess the skills and resources needed to meet the expectations?
Do her personal objectives align with those of the project?
Have her views and opinions been acknowledged and considered?
Do her superiors and peers back the project? Are they onboard?
Several strategies to manage situations of resistance to change
Forget the dream of convincing all opponents
No project will get 100% team support, and that's normal!
Avoid spending time arguing about opposing principles: the real risk is to spend all your energy with employees who will be difficult to get on board.
Listen to the points raised by opponents: this is a valuable source of information for detecting weak signals and improving the project.
Instead, interact on an individual basis, giving priority to informal exchanges.
Dedicate time to allies
Allies are your main driving force to generate engagement in the transformation project. With them, you can get passive or hesitant collaborators on board. How to do it?
Co-create as much as possible with them by involving them in participatory initiatives
Entrust them with responsibilities, for example, to act as communication relays or to multiply awareness-raising or training actions
Support initiatives they may launch spontaneously (even if they're not exactly what you expected), and value their contribution.
Get the passive and the hesitant on board
They are the most numerous, and the project's success heavily depends on their engagement and ability to change their way of working. How to transform hesitant individuals into allies?
Communicate as frequently as possible, by providing meaning about the project, its benefits, the timeline... and addressing questions.
Solicit their opinions and contributions, for example through participatory workshops
Share information on progress and successes, ideally involving allies
As often, the key to overcoming management mishaps is to demonstrate situational intelligence 🙂
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