Managing the change process can be a difficult part of the project management task. There is something about the nature of change that makes people generally resist it. We are satisfied with the status quo, and if this is really inconvenient, we tend to prefer to stick to it rather than risk the unknown. This article is designed to provide insight and useful change management tips.
As a project manager, it is important to be aware of this and to understand the emotional journey that people affected by your project can make during a change. With this understanding, you will get an understanding of how to help them through the transition curve.
At the beginning of the change management transition curve, you will notice people in denial, and then resist the changes, perhaps going through a performance depression, until they start to explore the change and their ability to influence it, until you (hopefully) end up reach the commitment phase of the curve.
People will react differently to change depending on how they perceive it. For example, a change that is considered negative and imposed is likely to meet a lot of resistance and anger. Do you think about your project for a moment, how do you think people perceive your project? Is it seen as a change for the better? This can be a mixed blessing, as it can be difficult to convince people to go from good to great. Another perspective is to consider whether the change is perceived as being imposed or selected.
In my experience, the sooner you can give people a choice, the better. Giving them choices gives them a sense of control, and having a sense of control helps them move along the transition curve mentioned above.
To ensure the commitment of the people affected by your project, the minimum level you need to do is to create and implement a comprehensive communication plan. Create a clear vision (co-creation will be even better), share this vision and the reasons for it. Think of the benefits of change for the people you communicate with - it will help them enter into negotiations and participate in them more than for high-level organizational purposes.
If you have a controversial or high profile project that really requires buy-in, or if you want your project to have a long life, you need to go a little further. Engaging stakeholders requires a deep understanding of their needs, and then building and maintaining strong relationships with them.
Think about your project, what are the ways to attract people to participate and participate? How can you go beyond awareness in support and commitment? What can you do today to get more commitments?
