Managing change in project organisations can be daunting. Not only because of the mechanics involved but more importantly, the social dynamics. Imagine coming on board and hearing “You are the right person for this role. This company needs a change agent who will help us expand.”
So, you enjoy the “honeymoon” until things start to change. Rather than sing your praises, you are rejected by the same organisation you were meant to serve. Truth is, change is only possible when you have the blessings of those you are leading; including those who hired you.
Here are a few ways to garner the buy-in of those you lead:
1. Identify with Them: In medicine, tissue rejection happens because the immune system interprets the new organ as a foreign object. When your team and subordinates see you as an outsider, they tend to reject you.
Your job is to blend in. Adopt their parlance. Accommodate their perspectives and try to understand them.
2. Ask for Input: Sometimes the reason for resistance is perceived or real marginalisation. Your team has a plan and they would like to join the conversation.
Rather than tell them what to do, ask open-ended questions that solicit for their input on issues that concern them.
3. Recruit your Superiors: Sometimes you may have the power and expertise to effect change in an organisation but you lack the goodwill or moral authority.
It is best to win over someone your teammates can trust. Someone whose opinion matters to them more.
This relates directly with even everyday life. Sometimes i relate PM to having a good understanding of human psychology. Versatility of some sort.
Humans appreciate recognition and it goes a long way in fostering familiarity. Could it be said that having knowledge on Personnel Psychology could improve PM practice?