This post examines power-driven resistance and gives the project leader guidance on managing power-driven resistance to change.
Who Else Wants More Fun and Less Stress When Managing Projects?

Just look at the statistics from Gartner, whose studies show 75% of IT projects fail. Every year I read the headlines from Standish.
In the eternal words of Run DMC, it goes a little something like this:
Top 10 Tips for Managing Your Time Effectively and Getting Things Done
Managing Project Progress

What strategies do you use for managing project progress? How do you face up to reality, especially when things go awry? Here are a few tips that I’ve acquired over the years.
Delivering Business Change — Where Is Your Sense of Urgency?

Without a sense of urgency business change endeavours are likely to fail or, at best, deliver lukewarm results. I know. I’ve seen it time after time.
Recognising Resistance to Change
In this post we introduce the four main forms of resistance to change and offer tips for managing those who resist your change efforts. But first we take a brief look at stakeholder management.
How to Recognise the Signs of Cognitive Resistance to Change
In this post we show you how to recognise the signs of cognitive resistance to change.
Dealing with Ideological Resistance to Change
Ideological resistance to change is firmly rooted in people’s beliefs. It can be difficult to win these people over unless you demonstrate that the change—or project—you are implementing is compatible with their beliefs.
