Blogs on Operations and Project Management

Change is constant—in both our personal and professional lives. Yet, despite how often it occurs, navigating it effectively remains a challenge. If you’re a project manager or organizational change practitioner, you know the reality: with any change—whether complex or seemingly simple—you’ll see resistance from stakeholders at varying degrees.  Managing that resistance starts with understanding the discipline behind change itself. Organizational Change Management (OCM) is the process of helping people transition from a current state to a desired future state. While project management focuses on the technical side—balancing scope, budget, and timeline—OCM focuses on the people side. And it’s only when both work together that real, sustainable value is delivered. When a project encounters resistance, it’s not a failure—it's a signal. High resistance almost always means one (or more) of three things is missing: clarity, trust, or capacity. The key is to diagnose first, then intervene with high-leverage actions.  If you remember nothing else from this blog, remember this: Resistance thrives in uncertainty. Transparency kills rumors. I’ve had to force myself many times to take a breath before taking any action. This isn’t always easy to do, but it is worth it!  Diagnose the Source of Resistance Before Acting Most resistance falls into three buckets: A. Cognitive Resistance (I don’t understand) Lack of clarity Misunderstanding the “why” Conflicting or inconsistent information B. Emotional Resistance (I don’t like it) Fear of loss Threat to identity, autonomy, or stability Past negative experiences with change C. Practical Resistance (I can’t do it) Limited time Insufficient resources Gaps in skills or training Understanding which type of resistance you’re facing allows you to respond with precision instead of frustration. Slow Down to Go Fast—Rebuild Awareness and Desire Large-scale resistance is a sign that you need to pause, not push harder. Pushing forward without alignment often deepens confusion, reinforces skepticism, and slows progress in the long run. Instead, take a step back and focus on rebuilding the foundation. Effective tactics include:  Resetting the narrative with simple, clear, and consistent messaging Revisiting early stages of change models like ADKAR (where most resistance stems from gaps in Awareness and Desire) Hosting small-group listening sessions to surface concerns and insights Creating clarity artifacts such as roadmaps, FAQs, and visual diagrams People won’t adopt what they don’t understand—or don’t believe in. I’ve seen leaders assume that employees will “get on board” out of fear of consequences. That mindset is not only shortsighted—it also erodes trust, fuels resistance, and leads to disengagement. Sustainable change requires belief, not compliance.  Increase Transparency and Communication  When resistance is high, stakeholders don’t just need updates—they need greater visibility and clarity. Transparency reduces uncertainty, minimizes speculation, and builds psychological safety, allowing people to engage more openly with the change. Effective tactics include: Supervisor-led conversations that create space for honest dialogue Town halls with live Q&A to address concerns in real time Open office hours for informal engagement Early previews or demonstrations to reduce fear of the unknown Feedback loops where stakeholders can actually see how their input is used Make the Change Smaller and More Palpable A colleague of mine, who leads a cross-functional product team, often refers to our approach as the “chicken nugget strategy”—taking manageable bites instead of trying to tackle everything at once.  If the scope is overwhelming, timelines feel unrealistic, or leadership begins to lose support, it’s a signal to scale things back. Breaking change into smaller, achievable steps builds momentum. Effective tactics include:  Breaking the change into phases (crawl → walk → run) Piloting with one team or department before scaling Extending timelines to allow for adjustment and learning Reducing scope for early phases to focus on quick, meaningful wins Engage Real Leaders—Not Just Sponsors Widespread resistance often signals that the leader cascade isn’t working effectively. While executive sponsorship is important, it’s the endorsement and visibility of supervisors that ultimately drive employee buy-in. One way to assess and strengthen this alignment is by using the Prosci Change Triangle (often referred to as the Change Trial model), which helps ensure the three critical elements—leadership/sponsorship, project management, and change management—remain in balance. At this point, you may be wondering: how do you identify influential and salient leaders? And once identified, how do you secure their commitment to actively support the change? Effective leaders consistently need to: Communicate with clarity and consistency Demonstrate visible alignment with the change Actively remove barriers for their teams Maintain presence and visibility with all stakeholders Show genuine belief in the value and direction of the change Beyond formal leadership roles, it’s equally important to identify and engage internal champions who can influence others organically. Once identified, these stakeholders can amplify your message and strengthen adoption. In my experience within higher education, examples of such stakeholders include: Early adopters who are open to experimentation Faculty and staff with established credibility Students who can share authentic peer perspectives Department influencers, often administrative staff who shape day-to-day operations These voices can be far more powerful than top-down messaging alone. A Brief Confession  I’ve been part of teams that successfully shepherded people through their change journeys—and I’ve also been part of teams that fell flat. Even when a project is considered a success, you won’t make 100% of people happy. And yes, that can sting. Over time, I’ve learned that success in change management often requires recalibrating what success looks like—and how it feels. It forces you to develop thicker skin. I can’t say I’ve become immune to the discomfort of seeing some stakeholders remain dissatisfied, but I have become more intentional. I’ve learned to set clearer expectations with sponsors and team members, and to focus our efforts strategically on stakeholders who are open to shifting—from skeptics to supporters—rather than expending disproportionate energy on those who are firmly entrenched in their views. I wrote a book that covers the topic of OCM and shares some practical tips—much like the ones shared in this blog—to help you navigate the often unpredictable road of change. The book is titled Stakeholder Management for Project Managers. Cover of Stakeholder Management for Project Managers by Vibrant Publishers In the book, you’ll explore how to balance the core principles of project management with practical tools and techniques to effectively navigate both projects and the people involved in them. The goal is simple: to equip you with approaches you can apply whenever you need to move a project, a conversation, or a partnership forward. Michelle Bartonico (PMP), author of Stakeholder Management for Project Managers This blog is written by Michelle Bartonico, a PMP and PROSCI-certified project manager and strategist with over 20 years of experience leading strategic initiatives, cross-functional teams, and enterprise-wide transformation programs. She is also the author of Stakeholder Management for Project Managers: A Practical Guide for Managing Projects and Engaging People. Also Read:Why Stakeholder Engagement Differs from Stakeholder ManagementTop 4 Must-Have Skills to Become a Successful Project ManagerPower & Influence: The Cornerstones of Effective Leadership