At first glance, asking “why” seems like the simplest thing in the world. It's often one of the first words children learn; we associate it with curiosity and learning. In professional settings, we're often encouraged to “ask why” to get to the root of problems or to uncover deeper insights. But as with many seemingly simple concepts, the act of asking “why” effectively is far more complex than it appears.
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Anticipating Resistance: A Proactive Approach to Data Project Success
In data leadership, resistance to change is often viewed as an inevitable hurdle to overcome. Successful data leaders should reframe that paradigm to planning for resistance before it occurs. This proactive approach not only smooths the path for project implementation but also fosters a culture of open communication and mutual understanding among their stakeholders.
Read More6 Myths and Misconceptions about Data Projects
As I considered how to promote my new book on driving data projects, I wanted to include myths and misconceptions that reinforce their value. I have experienced many of these in teams I’ve worked on or with. Data projects are not a static set of routines. It's a constantly evolving, open-to-innovation process.
Only 54 percent of organizations fully understand the value of project management, according to PMI's Pulse of the Profession™ report. That might explain, in part, why project success rates are so low: Less than two-thirds meet their original business intents.
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Resistance mitigation strategies
Change management wouldn’t be so hard if it weren’t for…the people. Open issues or objections left unresolved today cost time down the road. Suppose work starts before these concerns are mitigated. Stakeholders might get frustrated or begin to hold back their participation. Work produced might have difficulty getting implemented. Buy-in realizes impact.
There are three angles to consider. Addressing stakeholder resistance, achieving consensus on how deliverables are revised, and ensuring bi-directional feedback is balanced and actionable.