Project Management

Change Requests and the Project Stress Cycle

From the Shifting Change: Insider Tips from Project Leaders Blog
by , , , , , , , , , , , , , , ,
Today's world is influenced by change. Project managers and their organizations need to embrace and sometimes drive changes to keep up with the pace in highly competitive environments. In this blog, experienced professionals share their experiences, tips and tools to manage and exploit changes and take advantage of them. The blog is complimentary to the webinar series of the Change Management Community Team and is managed by the same individuals.

About this Blog

RSS

View Posts By:

Luisa Cristini
Nic Jain
Ruth Pearce
Abílio Neto
Vitaly Geyman
Walter Vandervelde
John ORourke
Joseph Pusz
Steve Salisbury
Kavitha Gunasekaran
Ronald Sharpe
Angela Montgomery
Carole Osterweil
Ross Wirth
Ryan Gottfredson
Tony Saldanha

Recent Posts

How to Drive a New Culture to Embrace the Digital Age

It's a Different World

Empowering People to Deliver Results

Want to Elevate Your Agility? It Will Require You to Become More Mentally Mature

Leadership Lessons on Project Management: What Project Sponsors Can Learn from Swiss Cheese



Welcome to the third in this series of blogs exploring what the project world can learn from neuroscience

Handle a change request badly and you can trigger a stress cycle that adds layers of complexity to project delivery.

Stakeholders changing their minds can be exasperating – especially when you think you’ve  finally tied everything down!  Everyone in the project profession recognises the risk of scope creep. Far fewer recognise that their response to a change request is important too.

Your response to a change request matters

When a stakeholder changes their mind it’s crucial we don’t let it wind us up. Why?

When we are stressed or upset we find it harder to regulate our emotions and keep our Thinking brain online [1]. This can lead to a chain reaction – a ‘project stress cycle’ – that amplifies stress levels and sets hares running – making it far more difficult to achieve  successful project outcomes.

Read on to find out how to spot a project stress cycle and what to do about it if you are caught in one.  Then check out the video conversation for a summary.

 

What is a Project Stress Cycle?

Picture Fred a senior project team member. Things are not going his way. He’s getting increasingly frazzled.

He is holding it together but doesn’t realise how stressed he is. This most recent change request was last straw – he is snapping at everyone and finding it harder to act in a rational manner.

 

illustration of the Project Stress Cycle

The Project Stress Cycle

Source: Project Delivery, Uncertainty and Neuroscience - A Leader's Guide to Walking in Fog [2]

The impact on those around him is palpable. No one wants to provoke an outburst, so they give him a wide berth. And of course, after a bruising meeting it’s hard to keep your own Thinking brain online. Trust is falling across the piece and relationships and communication are suffering.

When the project started Fred and his colleagues went out of their way to highlight the need to invest time in building relationships and ensuring people worked well together. They repeatedly reminded the team ‘successful delivery relies on collaboration and creativity’.

But now the pressure is on and metrics are the primary focus. As relationships get strained collaboration is more difficult. Rather than waste time struggling to work together people are falling back into old habits and old silos. They are relying on approaches that worked in the past. But without quality collaboration it’s hard to be truly creative.

And the word on the street? The project is unlikely to achieve the desired outcomes – which does nothing for stress levels.

Powerful stakeholders are getting nervous. They are demanding more and more information in slightly different formats to reassure themselves that things are under control. These demands distract the team from the work they should be doing and add to the stress.

They have less time and less inclination to work collaboratively and the preoccupation with spreadsheets and metrics is forcing them to adopt behaviours that reduce the chance of success and multiply stress – right across the system.

In telling this story I have illustrated how one person’s response to a change request can increase the complexity of delivery. Yet this is a simplification of what happens in real life. Real life involves many stakeholders and many responses to a single change request – not all of them proportionate or rational.

I’m not suggesting that stress is a bad thing – a little goes a long way. (I don’t know about you, but I’m suspicious of dashboards that only show green flags).

 

TAKEAWAYS

We need to be on the look out for signs of excess stress and we need to be looking for patterns. It’s not enough to keep an eye on how individuals, (including ourselves) are responding to change requests. We need to be checking how project boards and project teams are responding too.

I’ve written elsewhere about the need for psychological safety [3]. A lack of it is often an indicator of things going awry.

Excess Stress can trigger a cycle that plays out across the wider project system and impact delivery

 

Next time a stakeholder changes their mind

  • Press the pause button
  • Check out how you are feeling about this news
  • Do you need to do anything to bring your Thinking brain online?

If you suspect there’s a project stress cycle at work,

  • Name it – with the intention of checking out whether others can see it too.
  • Use the diagram above, or the story of Fred to test the ground.

You’ll be amazed at how quickly things can shift once you’ve got a way to describe what is really going on!

 

SUMMARY

Check out this video clip for a summary. 

As this is the first time I've included a video clip in a blog here,  please use the comments below to let me know whether it's helpful and whether I should do so again.

BLOGS IN THIS SERIES

and coming soon

  • Corona Reducing Personal Uncertainty
  • Corona Reducing Team Uncertainty

 

REFERENCES

[1] Osterweil, C. (2016). Using Insights from Brain Science to Manage Projects and Influence Change -. [online] Visible Dynamics. Available at: https://www.visibledynamics.co.uk/using-insights-from-brain-science-to-manage-projects-and-influence-change/ [Accessed 21 Feb. 2020].

[2] Osterweil, C (2019) Project Delivery, Uncertainty and Neuroscience – a Leader’s Guide to Walking in Fog, London: Visible Dynamics

[3] Osterweil, C. (2017). Self-protection is natural and psychological safety is king! -. [online] Visible Dynamics. Available at: https://www.visibledynamics.co.uk/project-psychological-safety-google/ [Accessed 21 Feb. 2020].

 

Posted by Carole Osterweil on: February 24, 2020 12:00 AM | Permalink

Comments (4)

Please login or join to subscribe to this item
Dear Carole
Interesting your perspective on the topic: "Change Requests and the Project Stress Cycle"

Thanks for sharing

It is worth looking at the Project Stress Cycle with care and checking if it is happening to us and / or to any of the people on our team

I liked the video. Congratulations

Great and very informative post Carole. Love the illustration and the video. Cheers !

This is a great informative article. Thanks for sharing.

Thanks for your comments - much appreciated!
Look out for the 4th blog in the series.

Please Login/Register to leave a comment.

ADVERTISEMENTS

"Man who waits for roast duck to fly into mouth must wait very, very long time."

- Chinese Proverb

ADVERTISEMENT

Sponsors