Have you ever encountered conflicting ideas when facilitating change within a department, business unit, or across an organization? Do you often see resistance to your change efforts? Have you ever started down a path that made perfectly good sense to you but seemed crazy to others?
Perhaps you’ve recently started a program. The program team has been working on an organizational strategy, where the mission is translated into a strategic plan that is subdivided into projects. You are looking for ways to align your efforts to gain the greatest benefit.
For any program, it’s critical to identify your stakeholders and seek to understand their needs and expectations. Invariably, stakeholders have different needs. How can we resolve and harmonize the different stakeholder perceptions and distinct expectations?
Three Ways to Surface and Resolve Conflicting Ideas
1. Identify Stakeholders. First, identify the stakeholders. Stakeholders include individuals, groups, or organizations — internally and externally — that may be impacted by the change initiative. In the program example, stakeholders might include the project sponsor, the project team, the project manager, the board, program vendors, information technology, and human resources, to name a few.
2. Analyze Stakeholders. Next, identify the needs and concerns of the stakeholders. We should also identify the stakeholders with the greatest interest and power. Who can influence the change in a positive or negative manner? Change can be deliberate (planned) or emergent (unplanned). As much as possible, guide the change process in a deliberate manner. Things coming out of nowhere can be highly disruptive.
3. Facilitate the Resolution of Conflicting Ideas. After identifying and analyzing the stakeholders, turn your attention to resolving the conflicts. In the change management world, this is called sensemaking. Sensemaking consists of things that help individuals and groups to make sense of what’s happening around them. How does this happen? It often occurs in hallway discussions, rumors, gossip, and half-baked emails.
- Clarifying the mission
- Defining the strategy
- Engaging the stakeholders in the change process
- Identifying the initiatives to support the strategy
- Open communications
- Team meetings
Are You Making Sense?
What change initiatives are you managing right now? Does the change make sense to your stakeholders? If not, consider identifying and analyzing your stakeholders. Pay particular attention to the high-power / high-interest stakeholders. Then apply some of the approaches listed above to harmonize the interests of your stakeholders. Best wishes!