In my opinion, this scenario can happen for many reasons. One of the reasons could be stakeholder mis-alignment followed by lack of communication or buy in. Either way, here are a few strategies that can be incorporated. -Identify what leads to the misalignment -Where possible identify and address the root cause -If the root cause is internal sources, work with those needed and address it -If the cause if from external sources, see how this can be eliminated or mitigated When done, document the response and the action. Where possible, bring the stakeholders who have the challenge together and see what can be done to address the items moving forward. If needed identify and engage an external leader to help facilitate the negotiations.

Resistance to change in program dependencies can be addressed using a Dependency Mapping Dashboard. This tool visualizes interdependencies, their impact, and stakeholder involvement. Begin by identifying and documenting resistance points, then align stakeholders by showcasing how changes resolve bottlenecks or enhance outcomes. Use the dashboard to simulate "what-if" scenarios, helping stakeholders understand the benefits. Regular updates, combined with tailored training sessions, ensure smoother transitions and sustained support for the program's goals.

An example I have seen in my experience is when key stakeholders depict bare minimum support to project activities even though it falls in critical path or key dependency list shows lack of confidence in the program initiative & hence the "resistance" To navigate this situation which can lead to unforeseen risks in the later stages ensure... ✔️ form a broader coalition with process owners to champion your cause ✔️ build a vision around the change & communicate it ✔️ generate short term wins to build trust & goodwill ✔️ ensure these wins are broadcasted to build support your program ✔️ showcase how your program will resolve challenges & concerns long term

Let's recognise that programme dependencies should change at appropriate times. Programs are like driving through fog. We know the destination we want to reach, but the path is uncertain, and we can’t always see the finish line. We must drive through the uncertainty to find the right path, tweaking and adapting as we go. Ensuring stakeholders understand that this is a journey is key to avoiding resistance, but we must reassure them that the program strongly focuses on outcome delivery. By adapting at appropriate points, the program demonstrates how it manages uncertainty to ensure desired results, which should lead to buy-in. Clear and transparent communication is vital to avoid surprises, thus maintaining stakeholder confidence.

Navigating resistance to change in program dependencies requires a proactive and collaborative approach. I prioritize clear and transparent communication, emphasizing the benefits of the change and how it will ultimately improve the project's success. Early stakeholder involvement is key to build trust and ownership. Finally, I provide the necessary support and training to equip the team with the knowledge and tools needed to adapt effectively to the new dependencies.

I've found that people don’t resist change itself; they resist perceived stupidity. When faced with resistance to program dependencies, I remind myself: the pushback often comes from a place of logic I might not yet see. In one program, shifting a critical dependency sparked vocal objections. Instead of dismissing them, I leaned in and asked, “What do you see that I don’t?” That simple question opened the floodgates - concerns about resource capacity and conflicting priorities emerged. By addressing these, the resistance morphed into alignment. If you’re facing resistance, assume it’s grounded in reason. Listen deeply, address concerns, and I believe you’ll often turn opposition into advocacy.

Change can be daunting, but its often necessary for program success. When facing resistance to change in program dependencies, start by understanding the root causes of resistance. Engage stakeholders early, address concerns, and highlight benefits using data to show positive outcomes. Build a coalition of supporters: identify change champions within the organisation, their influence can help sway others. Implement changes gradually, allowing time for adaptation, and provide training and resources to ease the transition. Remember, persistence and empathy go a long way. Stay focused on the end goal, but be flexible in your approach. Embrace resistance as an opportunity for improvement and growth.

Resistance to change is natural, especially when it impacts established dependencies. My approach is always to listen first, understanding the concerns and hesitations of the team or stakeholders. Once I have clarity, I ensure transparent communication, explaining the reasons behind the change and how it aligns with our long-term goals. I involve key stakeholders early, making them part of the process, which fosters collaboration and reduces resistance. By showing empathy, providing clear solutions, and demonstrating the positive impact of the change, we can turn resistance into acceptance and progress.

"" Unresolved program dependencies can snowball into major impediments, derailing objectives and timelines. "" To address this, ☑️ identify root causes of stakeholder resistance and encourage open dialogue to clarify concerns and explore solutions. ☑️ Redefine dependencies, assign clear ownership, and incorporate resolution tasks into the overall plan. ☑️ Secure stakeholder buy-in through transparent communication and foster alignment on the restructured approach. ☑️ Conduct regular reviews to track dependency clearance and address issues promptly. Building a culture of collaboration and continuous improvement ensures challenges are resolved iteratively, keeping the program on track.

When facing resistance to changes in dependencies, I focus on clear communication, explaining how the change will benefit both the team and the overall project. I involve key stakeholders early, seeking their input to gain their support and foster a sense of ownership. Providing adequate resources and training helps the team adapt confidently, reducing friction. By addressing concerns proactively and offering guidance, we can turn resistance into an opportunity for growth and collaboration.