Change is a constant in the world of project management and it’s essential to understand and manage the common barriers to change. Whether it relates to a shift in a structure’s organisation, the adoption of new software or a change of strategic direction, every project that you undertake will involve some amount of change to what was previously the norm.
Resistance to change is, perhaps not surprisingly, a very real concept, not an abstract one. Steering an individual, team, department or organisation through a significant change is one of the most challenging aspects of a project manager’s role. Human response has the potential to derail even those projects that have been carefully planned and well-executed.
So what are the common barriers you may encounter and, more importantly, how can you manage them proactively?
Lack of executive sponsorship and commitment
One of the biggest barriers to change is when there is a lack of visible and active sponsorship from the project’s senior leadership. People look to their leaders in order to gauge the importance and seriousness of a project. When the project sponsor is not engaged, their messaging is inconsistent, or if they don’t attend key meetings people may take this as a sign that the change is not a priority. There are a number of ways in which this can be rectified.
Educate the sponsor
In the first instance you need to ensure the project sponsor fully understands their role and the impact of their visible support on the project. This should include actively participating, communicating clearly, and advocating for the project
Define the ‘why’
Working with the sponsor you should create compelling, clear narratives around the reasons for the change. This should be consistently communicated to the entire company to explain not just what is changing, but why the change is necessary and how it aligns with the strategic goals of the organisation.
Hold them accountable
A project manager should be prepared to have tough conversations with the sponsor. This isn’t confrontation, but rather about managing expectations whilst ensuring they fulfil all their responsibilities for the project.
Poor communication and a lack of transparency
Change can breed uncertainty and uncertainty can result in rumours and a lack of trust. When there is inconsistent or infrequent communication, or it is delivered through the wrong channels, a void can be created that quickly fills with misinformation. It may be hard for employees to understand the business reason behind the change, or they may believe it is being ‘done to them’ rather than ‘with them.’
Develop a comprehensive communication plan
Your communication plan needs to be a living document outlining what information should be shared, with whom, when, and perhaps most importantly how. It must be multi-channel and use everything from formal company-wide meetings to team briefings and internal newsletters.
Communicate early and often
Over-communicating is better than under-communicating. Be completely clear about what you know and what is yet to be decided. Acknowledge there is uncertainty and be honest when it comes to the challenges.
Address the ‘what’s in it for me?’ (WIIFM)
The most important question for any employee is ‘what’s in it for me?’ so communications must be tailored to different stakeholder groups. Explain how the change might impact their individual roles and what benefits there might be for them personally and professionally.
Resistance from employees and teams
Resistance is a natural human reaction that often stems from a fear of the unknown, a reduction in control, or the belief that the current way is best. This resistance can occur in a number of ways, from complete opposition and criticism to a passive non-compliance leading to a drop in productivity.
There are a number of different ways you can consider managing this.
Empathy and engagement
It is important to begin by listening – hold open forums and one-on-one sessions to understand any specific concerns of those who the change might affect. Acknowledge their feelings and show an understanding of their situation.
Involve them in the process
When you involve others in the design and implementation of the change, you can change resisters to advocates.For example, with a new IT system, involve end-users in testing, offer them an early chance to shape the final product.
Provide training and support
Fear often occurs because of a lack of confidence. Provide comprehensive training, coaching and structured support. This can reduce any fear and help build the necessary skills and confidence.
Limited knowledge and resources for change management
It is common for organisations to underestimate the time, expertise and money required to manage change effectively. Project teams could be focused on technical delivery, believing that the “people side” will fall into place effortlessly. When there is no dedicated change management resource and no structured approach, it is more likely that the project will fail.
From the inception of the plan, you should allocate both time and budget for change management, including communication, training and stakeholder engagement. Also use a proven methodology such as ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) to provide a structured approach to managing of the human side of change.
A cultural misalignment or ‘change-fatigue’
The culture of an organisation can be a major barrier. If it is risk-averse, hierarchical, or even if it has a history of failed change initiatives, then it is only natural that employees will be sceptical. If a company is in a state where there is continuous change, employees may experience ‘change fatigue’ resulting in apathy or resistance to any new initiatives. When this happens there are a number of steps that can be taken.
Recognise and acknowledge the past
It is important to be honest about past failures and acknowledge the reasons they happened. This can build trust and show how you can make this project different.
Start with small, visible wins
Rather than launching a massive, high-risk project, it may be more effective to start with smaller, more manageable changes that can deliver a quicker more visible win. This builds momentum whilst demonstrating the benefits that come from a different way of working.
Foster a ‘learning culture’
You should encourage a culture where change is perceived as a normal part of business, and where any mistakes that are made are viewed as learning opportunities, rather than reasons for punishment. In the long run this can help to make the organisation more resilient and adaptable.
Managing change is not only a people-centric skill but also a process-driven one. When common barriers are proactively addressed – from leadership commitment to employee resistance – project managers can transform difficult transitions into successful business outcomes. The most effective change is one that understands human behaviour.
