Running with Change
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
The winds of change rarely smell sweet.
As soon as organizational changes are announced, you can smell detractors, naysayers, doubters, critics--all those who resist the changes. When you are the manager of a change-supporting project, you are going to be a target of this resistance, directly or indirectly.
You will have the opportunity to influence the workforce in a constructive way during your project to counter the resistance. If you fail to fully take advantage of this opportunity, your project objectives will be much more difficult to achieve. Think doing nothing or remaining neutral will be a viable safe tactic? It’s as good as joining the resisters.
When You Must Be Ready to Respond to Resistance
First, how do you know you are in an organizational change supporting project? One obvious example of such a project is where a new, more powerful software system is being created to replace another. There are usually concurrent consolidations in user roles and departmental realignments.
Sometimes, though, an organizational change occurs when the scope of an organization’s role changes, as when a chunk of work is delegated to an outsourced organization. Projects can generate from these organizational changes as systems and procedures must be adjusted.
Finally, an organizational change common to IT is centralization or decentralization, which occur …
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