Using a project soft skills, people-centric approach to managing change resistance. 

Experienced project managers may face change resistance when delivering projects within their organizations: hindering innovation, efficiency, and project success. Fortunately for those stakeholders who are resistant to change there is much that the project manager can do to support them through the process.

Not all resistance to change can be eliminated. However, in most it can be reduced and navigated in a constructive way and in some cases, it can be removed completely. 

Resistance to change feeds on poor communications 

It’s important to understand however, that where there is either no communication or poor communication – fear, anxiety, politics, and personal agendas will likely fill in the gaps. This is fertile ground for those opposed to the change, to influence and drum-up change resistance in others.  

It’s critical therefore that project managers engage and communicate early – and to continue this process throughout the life of the project. Failing to do this means much more work is required later in dealing with the unnecessary change resistance generated. 

Seek first to understand in order to be understood 

Much depends upon how much work has gone in on the part of the project manager, to understand and empathise with the perspectives of those involved. Specifically in listening actively to concerns and objections and tailoring project and communications for better stakeholder understanding of: 

• The reason for the change
• What’s involved. 
• When the changes will take place 
• How they are/can get involved 
• Who they can talk to about queries or concerns. 
• The benefits the change will bring to the organisation, teams, customers and colleagues. 
• How the change affects and benefits them personally. 

Seek first to understand and then to be understood. In this way you may avoid misunderstandings about the purpose and likely impact, and allay fears stakeholders may have on the impact on them personally of their interests.

Don’t underestimate the emotional impact 

Project management is about changing things. So project managers shouldn’t underestimate the threat a poorly communicated change poses. Particularly to groups and individuals, used to closely following tried and trusted standard procedures in predictable repeatable patterns.  

People have standards and targets to meet. Therefore anything that appears to threaten to disrupt or degrade their ability to deliver, is at best a source of concern and at worst a source of stress and dissatisfaction. The comfort zone exerts a powerful influence, because it is just that: comfortable. Any real or perceived threat to move people out of the comfort zone, in an information vacuum, is guaranteed to evoke anxiety and stress.  

A people-centred approach 

Much change resistance is avoided by adoption of a people-centred approach. Particularly one which actively involves them in the process – engaging with stakeholders to:  

• Listen to, and acknowledge their concerns about the impact upon their work. 
• Clearly articulate the reasons for and nature of the change.  
• Work with them on options and solutions to minimise disruption and stress.  
• Manage change fatigue for longer projects.  
• Factor all of the above into the project approach and the communications with those affected.

Dealing with change resistance is a common challenge for project managers during projects. So here are some relevant soft skills that project managers find useful in addressing resistance to change effectively: 

Empathy:

Understanding and empathizing with the concerns and emotions of team members or stakeholders who are resistant to change helps project managers approach the situation with sensitivity and compassion. 

Communication:

Clear and transparent communication is essential in explaining the reasons for change. Addressing concerns, and keeping team members and stakeholders informed throughout the process is key. Consequently project managers must repeatedly and consistently articulate the benefits of the change and how it aligns with both the project and business’s goals. 

Active Listening:

Actively listening to the concerns and feedback of team members and stakeholders helps managers gain insights into the underlying reasons for resistance and identify potential solutions. Since validating concerns and acknowledging the impact of change can build trust and rapport with those involved. 

Influence and Persuasion:

Project managers may need to use their interpersonal skills to influence and persuade team members, to overcome resistance to change. This involves building credibility, presenting compelling arguments, and demonstrating the benefits of the change, to win buy-in from those involved and address resistance to change. 

Conflict Resolution:

Addressing conflicts and disagreements constructively is essential for managing resistance to change. Project managers should facilitate open dialogue, mediate disputes, and find mutually acceptable solutions that address the concerns of all parties involved. 

Emotional Intelligence:

Awareness and management of one’s own emotions, is crucial for navigating resistance to change effectively. As is understanding the emotions of others. Consequently project managers must to remain calm and composed under pressure. They must also demonstrate empathy and understanding towards team members and stakeholders, who may be experiencing uncertainty or fear. 

Flexibility:

Being flexible and adaptable in response to resistance to change is important. Especially for finding alternative approaches and solutions that accommodate the needs and concerns of team members and stakeholders. Project managers should be open to feedback and willing to adjust their plans as needed to address resistance to change effectively. 

Leadership:

Leading by example and demonstrating commitment to the change inspires confidence and motivates team members and stakeholders to overcome resistance. Accordingly, project managers need to provide direction, support, and encouragement throughout the change process. Thus helping to create a sense of urgency and momentum. 

Patience and Persistence:

Dealing with resistance to change often requires patience and persistence. Project managers must therefore be prepared to address resistance over time. Recognizing that change does not happen overnight and that ongoing communication and support are necessary to facilitate the transition. 

Stakeholder Management:

Engaging with key stakeholders, and involving them in the change process is key. This helps project managers overcome resistance and build support for the initiative. By soliciting input, addressing concerns, and involving stakeholders in decision-making, project managers create a sense of ownership and commitment to the change. 

One cannot remove resistance to change in all circumstances. However, using a people-centred approach, together with their soft skills, the project manager builds trust, deepens understanding and improves communications. This in turn alleviates the misunderstandings, misconceptions and anxiety that often drive resistance to change.