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If you put a frog in cold water and slowly If you put a frog in cold water and slowly raise the temperature, it will allow itself to be raise the temperature, it will allow itself to be boiled to deathboiled to death Charles Handy, (1991)Charles Handy, (1991)
Every new idea goes through three stages:Every new idea goes through three stages: First, people think it is stupidFirst, people think it is stupid Second, people think it is dangerousSecond, people think it is dangerous Third, people think they believed that all alongThird, people think they believed that all along
Quotes Quotes -- PM as change agentPM as change agent
The reasonable man adapts himself to the world; The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the unreasonable one persists in trying to adapt the world to himself. Therefore all progress the world to himself. Therefore all progress depends on the unreasonable man.depends on the unreasonable man.
George Bernard Shaw, (1903)George Bernard Shaw, (1903)
Quotes Quotes -- PM as change agentPM as change agent
There is nothing more difficult to arrange, nor doubtful There is nothing more difficult to arrange, nor doubtful of success, and more dangerous to carry through, than of success, and more dangerous to carry through, than initiating changes in a stateinitiating changes in a state’’s constitution. s constitution.
The innovator makes enemies of all those who prospered The innovator makes enemies of all those who prospered under the old order, but receives only lukewarm support under the old order, but receives only lukewarm support from those who would prosper under the new. from those who would prosper under the new.
Their support is lukewarm partly from fear of their Their support is lukewarm partly from fear of their adversaries, and partly because they do not trust the new adversaries, and partly because they do not trust the new order until they have tested it by experience. order until they have tested it by experience.
Leaders versus managers Leaders versus managers ––Stephen Covey after Aristotle Stephen Covey after Aristotle
1.1. Build relationships (pathos)Build relationships (pathos)2.2. Sell the vision (ethos)Sell the vision (ethos)3.3. Persuade with logic (logos)Persuade with logic (logos)
Aristotle, Stephen CoveyAristotle, Stephen Covey
Leaders Leaders –– 1, 2, 3 in that order1, 2, 3 in that order egeg Ronald ReaganRonald Reagan
Mangers Mangers –– 3 only3 only you have to do this because, because, because you have to do this because, because, because …… because I say sobecause I say so egeg John MajorJohn Major
Reaction to normal changeReaction to normal change
TimeTime
EmotionEmotion
InternalizationInternalization We like doing it this wayCommon understandingCommon understanding This is the way we do itImplementationImplementation Let’s try itStartStart--upup Let’s do itPositive perceptionPositive perception This is goodUnderstandingUnderstanding I see what this meansKnowledgeKnowledge I know what it is aboutControlControl I’ve heard something
Reaction to normal changeReaction to normal change
The aim is to get people to internalize the The aim is to get people to internalize the changechange
Be the first to tell themBe the first to tell them if they hear about the change as a rumour they if they hear about the change as a rumour they
will be against itwill be against it ““This is a rumour, so management must be trying to This is a rumour, so management must be trying to
keep it secret, so it must be bad, so I am against itkeep it secret, so it must be bad, so I am against it””
and then it may then be difficult to get them to and then it may then be difficult to get them to accept itaccept it
Mange them through the three stepsMange them through the three steps allow them time to think it is stupid and to fear itallow them time to think it is stupid and to fear it deal with their problemsdeal with their problems
People fear change because ...People fear change because ...
UnknownUnknown ThreateningThreatening UnfamiliarUnfamiliar StressStress Chance of lossChance of loss AmbiguityAmbiguity Loss of power baseLoss of power base
Meeting project successMeeting project successcriteria of time, cost,criteria of time, cost,performanceperformance
Remove problem of failuresRemove problem of failuresand customer complaints.and customer complaints.Minimise disruption andMinimise disruption andcompensation paymentscompensation payments
Minimal noise and messMinimal noise and messAs quick as possibleAs quick as possibleNo more floodingNo more flooding
No environmental detrimentNo environmental detrimentEarly input to planningEarly input to planningprocessprocess
Maximum compensation forMaximum compensation forland takeland take
HH
HH
HH
LL
HH
HH
HH
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HH
LL
LL
HH
LL
LL
HH
HH
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LL
HH
HH
HH
Ensure company and line manager supportEnsure company and line manager support
Obtain active support. Keep informed of progressObtain active support. Keep informed of progressproactivelyproactively
Face to face contact, agree local contact, provisionFace to face contact, agree local contact, provisionfor compensationfor compensation
Involve from start, keep informedInvolve from start, keep informed
Maintain close communicationMaintain close communication
Early communication and involvement. EncourageEarly communication and involvement. Encouragerelationship with Environment Agencyrelationship with Environment Agency
Isolate by negotiating compensation and accessIsolate by negotiating compensation and accessdetails early. Document before and after positionsdetails early. Document before and after positionsvery carefullyvery carefully
Three questionsThree questions1.1. Does this stakeholder support the project?Does this stakeholder support the project?2.2. Can they influence the outcome?Can they influence the outcome?3.3. Are the aware of the project?Are the aware of the project?
Golden TriangleGolden Triangle high synergy, medium antagonismhigh synergy, medium antagonism synergy aids progresssynergy aids progress antagonism means goals are questioned/improvedantagonism means goals are questioned/improved
ZealotsZealots strong synergy, no antagonismstrong synergy, no antagonism unquestioning supportunquestioning support
WaverersWaverers medium synergy, medium antagonismmedium synergy, medium antagonism qualified supportqualified support
OpponentsOpponents opposite of zealotsopposite of zealots unthinking oppositionunthinking opposition
MutineersMutineers strong antagonism, weak synergystrong antagonism, weak synergy will lose everything to stop others succeedingwill lose everything to stop others succeeding
SchismaticsSchismatics high synergy, high antagonismhigh synergy, high antagonism support the projectsupport the project but think it is being done wrongbut think it is being done wrong
PassivesPassives weak synergy, weak antagonismweak synergy, weak antagonism silent majority, dead weightssilent majority, dead weights between 40% to 80% of stakeholdersbetween 40% to 80% of stakeholders but they often tilt the scalesbut they often tilt the scales if they follow the project it will be a successif they follow the project it will be a success
Three types of communication on Three types of communication on projectsprojects
Sponsor tells the project manager what is Sponsor tells the project manager what is requiredrequired
Project manager reports progress to the clientProject manager reports progress to the client Sponsor and project manager inform people Sponsor and project manager inform people
affected by the project about it and persuade affected by the project about it and persuade them it is a good idea and to support itthem it is a good idea and to support it
Sponsor tells the project manager what is Sponsor tells the project manager what is requiredrequired
Project manager reports progress to the clientProject manager reports progress to the client Sponsor and project manager inform people Sponsor and project manager inform people
affected by the project about it and persuade affected by the project about it and persuade them it is a good idea and to support itthem it is a good idea and to support it
Communicating with stakeholdersCommunicating with stakeholders
Who are the target audience?Who are the target audience? What are the objectives of each What are the objectives of each
communication?communication? What are the key messages?What are the key messages? What information will be communicated by What information will be communicated by
whom?whom? When will the information be given?When will the information be given? How will feedback be encouraged?How will feedback be encouraged? What media will be used?What media will be used?
Objectives of communication planObjectives of communication plan
Raise awarenessRaise awareness Gain commitmentGain commitment Keep business areas informedKeep business areas informed Promote key messagesPromote key messages Demonstrate commitment to requirementsDemonstrate commitment to requirements Make communication two wayMake communication two way Ensure common understandingEnsure common understanding Maximize benefitsMaximize benefits
Make people feel that they have an influence Make people feel that they have an influence over the design of the changeover the design of the change they should FEEL that they dothey should FEEL that they do it doesnit doesn’’t matter if they actually dot matter if they actually do
Ask for feed backAsk for feed back Show that you are listeningShow that you are listening
through your body languagethrough your body language by answering questionsby answering questions by making (at least superficial) changes to the by making (at least superficial) changes to the
Seminars, workshops, focus groupsSeminars, workshops, focus groups Bulletins, briefings, pressBulletins, briefings, press--releasesreleases WebWeb--pages, social mediapages, social media Project lunchesProject lunches Video and CDVideo and CD Press and the mediaPress and the media Site exhibitionsSite exhibitions