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There are two main strategy to create a change: by evolution of by revolution. As you now revolution are bloody but it seems the strategy your organization has selected to do that. So, understand the strategy first before say something. Just my recommendation.
I think it is fair to raise this from a fairness or from a risk perspective to the sponsor and/or steering committee but your ability to affect the change management approach will come down to your influence & persuasion.
When it comes to providing feedback, I think they should act on top strategies.
The fact that the change management process is running should have some strategic intent.
If they are against their strategic intent, they should not provide feedback.
Understanding the strategy can have an impact on what I'm experiencing
Personal influence may be one of the keys...
Thank you @Fabio for this interesting question especially in the current environment. I'd like to reflect on the projects that are taking place transitioning whole organizations (as a result of Covid-19) to virtual meetings and collaboration tools. These projects were planned to take between 3 to 6 month for staff to adopt and adapt, yet in the space of a few weeks (less than a month), organisations and staff moved to working from home, meeting virtually and using collaboration tools! Urgency, necessity and the appetite for change play a big role. However, if it's not done in a respectful manner it doesn't provide the desired outcome.
In the case you mentioned above, it largely depends on the relationship between the individual as by-stander and the team who is carrying the change. If acting as a trusted adviser, the opportunities to improve the communication could be discussed informally to ensure better engagement, demonstrating respect and fairness.
If exists a change management agent, than I think that he did all it was possible to involve all impacted persons, using all means and techniques to decrease the resistance of the persons to change.
You have to take in consideration that one of the possibilities to use as last resort ( some times is not last resort is consequence of automation for example) in change management is dismissal when all other attempts to involve people in change have failed.
So what is the role of the project manager in this situation, as a decision maker he has no vote on the matter, however he can influence with his opinion,(influencer), since he has access to top strategists and decision makers, should be diplomatic because he could not have the means to know if that was the company's strategy after the project was carried out.
In addition, during the project, in collaboration with the change agent, he could have started to assess the reaction of those impacted and contribute to the decrease in resistance to change, but that was the responsability of the change agent.
If the project manager follow the PMI code of ethics, than everything he will do in this case it will be a consequence of his ethical conscience, If he has no power to change the situation the only thing he can do is give a word of comfort, listen and understand those affected, or if he has social influence he can provide outside of the company social support helping those who need with basic needs.
From the fairness point, I thing its better to raise the issues and offer suggestions from the perspective that you want that team to succeed and not to fail. However how much your points will be taken or listen to will be dependent on your influence and persuasive power.
Yes, I think the CM needs and should appreciate your feedback.
Even if the strategy is push it thru, the language needs not necessarily be pushy.
Could be a lack of respect.
From your words I suspect the why and the how have no been communicated well.
From your side, I see a feedback as honest, being responsible for the success of that project of the company and upholding respect for the employee.
I think yes. It is important to first understand the reason for the change and the strategy that the organization is adopting to make this change. Each employee is an asset to the company and in this case, it becomes the manager's responsibility to clear the person's doubts about the pushy change. If manager himself/herself is not clear, it is their responsibility to gain insight into it from their managers.
The idea is - change management is hard and bringing everyone on board is difficult. But however, the transparency of communication is important to make it successful. There is nothing wrong with asking questions and discussing it with your manager if you find something wrong, given you keep the decorum and don't go into the blame game.
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