Change management discipline, tactics, and techniques empirically help projects through the pesky “people side” of change. Some projects need and benefit from change management more than others, requiring emphasis and sustained focus on all aspects of change management not just the structured processes and tools to check off during project execution.
“(Resistance) behaviour we are aware of but don’t have the ability to handle.”
All aspects of projects have elements of this, but here it applies to situations where we can project some kind of response but do not know what it will be, what will cause it, or what will address it effectively.
Where change management discipline should dominate.
“(Resistance) behaviour we are aware of and have the ability to handle.”
Well-trod projects, of all sizes and complications, that have been done many times before can confidently project forward, knowing there are unlikely to be unpredictable human responses that cannot be dealt with effectively.
Most projects believe they operate with this certainty post-planning.
“(Resistance) behaviour we have the ability to handle but are not aware of.”
A base level of outcome unpredictability rises for a project if we have done insufficient homework. Here we understand and can deal with potential resistance behaviours but have ignored or dismissed them as immaterial.
Somebody's not doing their job...
“(Resistance) behaviour we are neither aware of nor have the ability to handle.”
Some projects fall into this category in every respect (process, technology, people). These are typically extreme innovations or cataclysmic breaks. We can’t even fathom the (resistance) behaviour and are hence wholly unprepared.
Leave this realm to Cpn. Kirk and the Enterprise. It is substantially irrelevant to projects before most of us.
More, better preparation is a must. And remember, resistance is rooted in individual and group self-conception, making change management so much more than merely raising change awareness, desire, or capability.
Here are a few other gremlins lurking beneath this surface.
Some may argue that capability to use these tools ought to be increased. Fair, but how does applying tools at the project level do anything to address organization capability and competence deficits at senior levels?
The accomplishments of change management so far have vastly raised awareness and interest. Mthods, tools, techniques, and processes that have been made available are certainly helpful, particularly in simple circumstances.
To benefit from the value of change management now that this low hanging fruit has been plucked, the focus in Quadrant I has to be on significantly raising senior executive and organizational capability, capacity, and commitment to the change management mindset.
Institute X can help you focus your change management efforts and transform your organization. Contact us now.
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