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Project Manager : April May 2011
35 www.aipm.com.au Project Manager GEorGE SLoan, Senior Consultant UXC training Group 3. thInkIng blocks 1 The de Bono Hats system is a thinking tool for group discussion that helps groups to work together more effectively. 2 Dr David Rocks’ SCARF model explores the five domains of human social experience. 3 The FourSight model gives insight into the different ways people approach challenges. The priority here is the project team. If the team is falling apart then what hope is there for the rollout of the change. The red flag to be raised to the project sponsor is that we need to clarify why there is resistance in the organisation and the project team. The team needs direction and support. I would workshop a health check with the team (and then with other stakeholders) on why they believe the resistance is occurring. Dr de Bono’s Six Thinking Hats or Dr David Rocks’ SCARF model would be useful here. The project manager will need to be honest and transparent. Looking for positives within the team will help to reassure and build resilience. Some other questions that need to be asked are: • What has been communicated and how to the organisation? • Has the ‘why’ of the change been articulated in a positive message – a positive vision supported in a visible way by the sponsor? • Are the project objectives clear with a plan to deal with process, organisational structure, technology and culture? • Is the project setting people up for success through training and positive reinforcement when the change is operational? • Is it perceived as being out of control – are the leaders assuming employees are on the same page despite the digestion time for employees being very short compared with the leadership team? Recent research from Mckinsey & Co suggests that fear-based change is not productive. It narrows the focus and creativity of employees. To capture minds we need to appeal to the left side of the brain to convince us of the logic, the facts and a clear path or process forward, preferably simple. To capture hearts we need to appeal to the right side of the brain that wants to know how we will be supported and is there a brighter future. LoU MarkS, Senior Consultant blueVisions Management Transformational projects require the project leader to set a clear destination, as well as motivate, engage and inspire the project team and the organisation as a whole throughout the journey. Greatest challenge Communication and team engagement should be the focus of the project manager. Ensure the team is aware of the vision, the plan is realistic, and the expectations and accountabilities are clear. Methodology To manage this scenario: • Re-establish and articulate the project vision; • Address reasons for team resistance, fears and current team dynamics (how the team works together); and • Manage pockets of resistance across the organisation with a united team. Organisational change projects will attract resistance. The project team must believe in the initiative. To engage the team, a project manager must assess: • the root cause of poor team engagement and morale; • dynamic interrelationships of the project team; and • project status with team members and stakeholders – what is the root cause of the delay? Then a Recovery Plan can be developed with clear accountabilities, realistic targets and quick wins that the team can celebrate together. Follow up by focusing on the pockets of resistance within the organisation. 2. PRobleM SolVeRS • thINKStoCK
June July 2011