Have you ever wondered why it is so hard to implement new best practices that are planned and delivered by well-designed projects? Why is it so difficult for people to accept these changes?
The answer is the power of entrenched culture—or “the way we do business here.” This culture incorporates attitudes, expectations, and the way both internal and external relationships work. Even when an organization aligns the proposed change with a sensible/necessary strategic intent and properly leads and resources the change effort, failure is likely if the power of culture is ignored.
Any new best practice inevitably changes the status quo and the relative power balances within the organization. For example, an organization decides to introduce a portfolio management process to select the best projects and achieve its strategy within its capacity to properly support the work. This initiative increases organizational value but also means rejecting 60 percent of potential projects.
That means 60 percent of the “pet” projects supported by various members of the executive level will be canned. These people may lose power and status, first to the team making the portfolio decisions and second to the executives whose projects were selected. Another group disadvantaged by the selection process—or, more accurately, the rejections—are the teams who develop the ideas and build the business case for the non-selected projects.
In many cases, what's good for the organization is potentially bad for individuals who are currently happy and effectively working within the current culture and structures of the business.
Overcoming the challenge of an entrenched culture requires powerful leadership, credibility and a clear message that identifies the reason for the change. Change leaders first must attain a general acceptance that the current status quo is not working well for the majority. That, in turn, leads to an acknowledgement that some sacrifice of existing power and comfort is warranted for the good of each individual, as well as the organization.
This can be achieved by:
- Identifying a clear and present danger that is threatening the organization and highlighting the need to change in order to survive
- Introducing a competitive challenge to beat an opposing organization
- Engendering a general desire to strive for excellence in order to be part of something great
Once desire to improve is present, careful two-way dialogue defines the best options for change, builds engagement, recognizes those who will lose power or be inconvenienced by the change, and helps them minimize their losses. There always will be resisters to change; the challenge is to shift the majority to a point where they want the improvements—or at least recognize that change is essential.
Organizational change management is a team effort. To fully realize the benefits and maximize value, executives must lead the initiative. Project and program management teams must execute it. The organization must use the results. The stakeholder community must appreciate the outcomes. PM
Lynda Bourne, DPM, PMP, is the managing director of Stakeholder Management pty Ltd. and director of training at Mosaic Project Services pty Ltd., both in Australia. Dr. Bourne graduated from RMIT as the first professional doctor of project management.