How do you handle resistance in planning?

1 Resistance occur due to lack of sufficient information, misunderstanding, inadequate communication 2 Resistance also occur due to fear of unknown or uncertainty about planning process 3 Resistance occur to internal power struggle competing interest or hidden agenda among stakeholders 4 Previous negative experience with planning, org culture also create resistance 5 If stakeholder perceive planning as time consuming burdensome they may create resistance To address resistance Foster open and transparent communication to address concern Through training workshop increase stakeholder understanding of planning process Involve stakeholders in planning process Address conflicts, power struggles constructively Implement change management

Resistance is a natural part of planning, often stemming from a lack of information or misunderstanding of the matter at hand. This resistance typically originates from inadequate background knowledge and a fear of change.

Acredito que este seja o maior desafio dos Plannings, mas mostrando efetivamente dados e como podemos usar a nosso favor conseguimos abrir algumas brechas para maiores dialogos.

Lidar com a resistência no planejamento exige uma abordagem empática e estratégica. é fundamental entender as preocupa??es e as raz?es por trás da resistência, ouvindo as partes interessadas de forma ativa. Isso ajuda a criar um ambiente de confian?a. Envolva essas partes no processo de planejamento, permitindo que expressem suas opini?es. Isso n?o apenas aumenta a aceita??o, mas também dá um senso de coautoria. Comunique claramente os benefícios das mudan?as propostas, destacando como elas impactar?o positivamente a equipe e a organiza??o. Esteja disposto a ajustar o plano com base no feedback recebido, mostrando flexibilidade e comprometimento. Essa abordagem colaborativa minimiza a resistência e promove um clima de engajamento.

Você já ouviu a frase “O maior problema na comunica??o é a ilus?o de que ela aconteceu.”? A comunica??o dos benefícios e riscos de um plano é essencial para a supera??o da resistência e ganho de apoio das partes interessadas. é importante ser transparente e fornecer uma vis?o equilibrada, destacando como os benefícios superam os riscos e como os desafios ser?o gerenciados. A confian?a e o comprometimento s?o promovidos, permitindo que a equipe se prepare para lidar com eventuais dificuldades.

When presenting a new investment strategy to my clients, I learned a valuable lesson. Simply highlighting the potential returns wasn't enough to gain their full confidence and buy-in. They needed a clear understanding of the risks involved and how we would manage them. By providing a balanced perspective, I empowered them to make well-informed, confident decisions about their financial future.

In my experience, it's important that after you identify resistance against the plan you have an efficient strategy for faced on with every single one of them. It can be complicated and should be based on your project goals. in my point of view having a briefing session and meeting with your resistances can help them to understand project goals and advantages.

This is an important task because I will show the benefits and risk of the plan. With and adequate articulation I could obtain several followers for impulse the implementation of the plan.

Pragmatically, I see the formulation of planning as an opportunity to address purpose and objective. I believe that the reasons that lead to the existence of a plan can and should clearly support the plan's reason for being as well as respond to possible resistance. The idea of governance with checks and balances also applies to the planning process as it helps control the plan to make it feasible. Both benefits and risks are part of the construction of a plan and can be of a strategic, financial, operational, regulatory nature, etc. Therefore, it is up to professionals to adequately manage these issues, recording, analyzing and communicating to better manage possible negative resistance.

One time at work, we had a problem with neighbors on the project site, and we had to shut down the activity on the site. Rather than confronting and fighting the neighbors, I held meetings with representatives and listened to their requests. After presenting project goals and advantages to the city, everything changed and they became staunch supporters. The project and its advantages matter to stakeholders.

There here a difficult part of the history, because we must to understand clearly all the requirements of every stakeholders in order to catch their attention and involucration. With an adequate articulation of these methods as implicit way I will obtain the empowerment and the approbation of the stakeholders.

As minhas quatro décadas no setor de opera??es me ensinaram que negociar e transigir s?o habilidades essenciais para lidar com a resistência no planejamento, especialmente quando conflitos de interesse ou opini?es divergentes surgem. Ouvir ativamente todas as partes, a identifica??o de pontos comuns e solu??es que atendam às necessidades de todos os envolvidos fazem parte de uma negocia??o eficaz. A disposi??o a transigir, quando necessário, demonstra flexibilidade e a capacidade de priorizar o bem maior em vez de insistir em um ponto específico.

I worked with a client who insisted on an aggressive investment strategy despite my recommendations. Rather than dismissing their perspective, I sought to understand their motivations and find common ground. Through negotiation, we agreed on a balanced portfolio that aligned with their goals and risk tolerance. This compromise allowed us to move forward in a unified way.

The classic disconnect is one between planners and economic, housing, and community development professionals all of whom hold the keys to the future growth and sustainability of communities. For decades these two professionals were operating in silos not communicating or interacting. In more recent years, a reality has opened the door to communication, cooperation and compromise especially as funding through grants and other public resources sets down requirements that these professions work together. Such collaboration has been eye-opening with the development profession realizing articulated plans increase likelihood of project success and planners realizing that developer perspective on what is feasible adds authenticity to the work.

A análise de métricas de desempenho e feedback das partes interessadas é fundamental para determinar o que está funcionando bem e o que precisa ser melhorado na avalia??o do plano. O alinhamento com os objetivos estratégicos e a promo??o de uma cultura de melhoria contínua também s?o favorecidos. William Edwards Deming, considerado o pai da evolu??o na qualidade, disse: “O que n?o se mede, n?o se gerencia.” O monitoramento e a avalia??o consistentes do plano s?o essenciais para a tomada de decis?es informadas e para o alcance do objetivo desejado.

+ Celebrate Wins: Acknowledge and celebrate successes achieved through the plan's implementation. This reinforces positive behaviours and motivates continued adherence. + Focus on Solutions: When encountering challenges, focus on finding solutions collaboratively with stakeholders. This fosters a problem-solving mindset and strengthens team spirit. + Be a Change Champion: Lead by example. Demonstrate your commitment to the plan and its goals. Your enthusiasm can inspire others and encourage buy-in.

I believe that a well-monitored and evaluated plan minimizes negative resistance. In my opinion, it has a direct connection with the following fronts: - ensure that the plan is established and communicated. - be specific in aspects that require detailing. - initiated and controlled by teams who know the plan. - that it is challenging, but doable. - that has a perspective of creating value. - that it is temporal, with a date to happen. - that has good risk management and is updated.

Handling resistance in planning involves effective communication, addressing concerns, and fostering collaboration. In engineering project management, this may entail clarifying project goals, involving stakeholders early, and adapting plans based on feedback. For instance, if team members resist a new technology implementation due to unfamiliarity, provide training and support to alleviate concerns and ensure successful adoption.

1) Build psychological safety first - it is easier to handle big changes when we trust one another and the team/boss to have our backs in not-so-good times. 2) Use emotional intelligence to empathise with others, because everyone process the change/uncertainty differently. Link the before and after situations, because there should still be some commonalities (eg people) after a change. 3) Pilot test the change with a small group, and inspire these early adopters to be change champions. Some people are very adaptable and can make a big change seems effortlessly positive. 4) Incorporate gamification and social proof to show that the change is for the better, eg award for change champions and invite them to share how they overcome it.

Handling resistance in planning requires a balance of both empathy and strategy. Empathy addresses the emotional side-acknowledging concerns and building trust. Strategy tackles the practical side-offering solutions and structuring the plan to overcome obstacles. Together they help in creating buy-in while ensuring progress towards the goal.

Handling resistance in planning involves several strategies. Firstly, it's essential to listen to the concerns of those resisting and address them with empathy and understanding. Providing clear explanations about the rationale behind the plan and its benefits can help alleviate doubts. Involving resistant parties in the decision-making process can also increase their sense of ownership and commitment. Offering incentives or compromises may further encourage cooperation. Additionally, emphasizing the potential positive outcomes of the plan and its alignment with overarching goals can help garner support.