The project psychologist - Part 1 – The Why

The behavioural considerations that impact the transformation before starting a transformation.

Introduction

The most prominent schools of thought on managing projects and programs emphasize controls and focus on methodologies like Waterfall, Prince2, and Agile. However, controls and methodologies alone do not drive change—people's behaviour does. The behavioural part is most likely much more of influence on the results of a transformation. Since behaviour falls within the domain of psychology, a program or project manager in our opinion must also be a bit of a psychologist to be successful.

We—Giovanni Dhondt and Harry Valkink—have spent many years working on change initiatives, and recently, we’ve delved into this concept of the "project psychologist." This exploration inspired us to write a series of 5 articles focusing on the behavioural component in transformation processes and execution. While we are not psychologists and do not claim to be, we aim to provide practical insights based on our experiences observing behaviour in programs and projects. We use the terms programs and projects interchangeably, though we recognize that managing behaviour becomes even more crucial in large-scale programs as they tend to involve more and larger groups of individuals.

Before exploring the behavioural aspects of program management, we start by examining how we perceive change.

A change usually begins with exploring “the why”. The why provides a clear starting point for the transformation and serves as a recurring theme throughout the process.

Once “the why” has been defined and agreed upon, the next step is to plan the transformation. Typically, the goal is established, and planning is based on a gap analysis between the current situation and the desired outcome. The early stages of the plan are generally more detailed than the later stages.

After planning, the change needs to be executed. It is essential to drive the change forward, working with suppliers and the project team to ensure the change happens.

Throughout each phase of the transformation, the focus should be on creating value. Value is the key driver that makes the change happen and ensures the desired end result.

Ultimately the planned outcome must be implemented to achieve the desired result.

In this first ?article we will start with the psychology of the “the why”. In the articles we will explore in more detail the behavioural considerations that can impact on the transformation.

1. How do we deal with the “Why”

Simon Sinek is well known for his "Start with Why" concept. In our experience it is critical for change leaders to clearly articulate and understand the fundamental reason or purpose behind their actions at the start of any program/project in order to be successful. Sinek's model is often represented as a "Golden Circle," consisting of three levels:

1.?????? Why: This represents the core purpose or belief that inspires the change.

2.?????? How: This level focuses on the way the change is delivered.

3.?????? What: This is the outermost circle and represents the deliverables of the change.?

The psychological importance of understanding "the why" is deeply rooted in human cognition, motivation, and decision-making processes. Here are some psychological aspects that highlight the significance of "the why":

? Intrinsic motivation and meaning:

Humans have an inherent drive to make sense of their experiences and actions. Knowing the why" helps individuals create a narrative that gives meaning to their efforts and contributes to a coherent sense of identity.

Understanding the meaning behind a task or change can fuel intrinsic motivation, making people more likely to engage with enthusiasm.

Once individuals understand the reasons behind a decision or action, they are more likely to commit to it. Commitment is crucial for sustaining effort and overcoming challenges. This is not only important from an individual perspective, but also on an organizational level. When priorities are set within an organization, “the why” will be tested.

? Reduction of uncertainty:

People have a natural aversion to uncertainty. Knowing “the why" helps reduce ambiguity and provides a clear roadmap, making the future seem more predictable and manageable.

? Social influence and persuasion:

When “the why" is effectively communicated, it serves as a form of social proof, demonstrating the legitimacy and desirability of a particular course of action.

In persuasive communication, understanding and addressing “the why" can be a powerful tool. It appeals to both rational and emotional aspects of decision-making.

? Goal alignment and direction:

Knowing “the why" helps align individual goals with larger organizational goals. This alignment provides a clear direction and fosters a sense of contributing to a greater purpose.

Understanding the purpose behind a goal enhances goal commitment and persistence. It provides a roadmap that helps individuals navigate obstacles and stay focused on their objectives.

In summary, the psychological importance of “the why" is intertwined with fundamental human needs for meaning, motivation, and coherence. Clear understanding of “the why" not only enhances individual motivation but also plays a crucial role in effective communication with stakeholders and project members, decision-making, and goal attainment.

For program/project managers it is therefore important to pay a lot of attention to the Why: not only if there is a why, but if it is shared and strong enough.

The role of the program manager in this phase is to orchestrate “the why” and bring stakeholders together to formulate the why and to build the trustful relation. The most important subjects to work on are:

1. Create the relation between “the why’ and the overall strategy and vision

The ‘why’ must be in a direct connection to the overall strategy of the company. ?“The why” need to be the inherent driver of the program. At the start, but also during the execution of the program. The program manager will keep this up to date by periodically checks. Especially in a long-term program setup the perception of “the why” can change.

2. Have strong sponsor support

Strong sponsor support is crucial for program success. The program manager and business sponsor must be fully aligned, with both actively driving the change preparation from their respective perspectives. While the sponsor focuses on business value, the program manager challenges and ensures the realization of benefits. Together, they must operate as a team, with the sponsor carrying the goal and the program manager driving the change to achieve it.

3. Organise stakeholder involvement

Next to the business sponsor all other potentially involved stakeholders must be aligned. Not everybody has to be on the same page, but it is at least important direct and indirect stakeholder involvement is organised to reduce the uncertainty. Stakeholders need to be influenced by sponsor and program manager together.?

4. Choose the right words

More pragmatic is choosing the right words. Words matters in this phase. Words need to be aligned with the cultural appearance in the organisation. And of course, it’s not only about words. Also visualisation, presentation and repetition are key in this phase.

This is the first article in a series. In the next articles we will explore the behavioural considerations that can impact on the transformation of the planning of the transformation, driving the change, steer on value and experience the benefits and the result and outcome of the transformation.