Wagner MeanaProject Manager| Istmo Tecnologia / ClaroSão Paulo, São Paulo, Brazil
How to reduce the resistance of a company that seeks improvement if innovation leads the company to an initial situation in the learning curve? In a situation of rupture who decides today can lose the command, and this brings fear to the decision makers. How to manage this situation? Saving Changes...
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Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Good question. When I’ve encountered this situation it has usually been because stakeholders don’t fully understand how their lives will change as a result of implementing the innovation. Some people grow comfortable after many years of doing things in a particular way; they dread relinquishing their sense of control and security to learn something new. They can never admit this publicly, so instead they find plausible-sounding reasons to oppose the innovation.
I’ve found it best to talk to such individuals one-on-one. Very often they’ll share their true thoughts with someone they really trust. You can then explain how they can adjust to accommodate the innovation, and even explain how the innovation will benefit them personally. This can be very effective in removing a stakeholder’s baseless opposition to innovation, and turning them into an ally. Saving Changes...
Wagner:
Do you have a change manager, a change initiative, a CEO who have bought into the change and is living and selling it to their organization? If you are missing one or more of these things mentioned you project is on it's path towards failure. I just spoke about this on a webinar for the Change Management Practice here on projectmanagement.com and it's called Project are Easy; Change is Hard. I shared lots of good tips. Saving Changes...
