Organizations live in a world today where environments have become extremely complex and unpredictable (technology, consumers, policy, globalization etc.). To adapt to the speed of inevitable change organizations are adopting an agile approach to the way in which they want to change.

In the realm of project management, traditional focus areas have often been on technical aspects like technology, project definitions, and quality assurance. However, there's a growing realization that these elements only form one part of the puzzle

In today’s global business environment, we are seeing a rapid increase in psychological strategies by leadership in organizations to manage employees’ psychological well-being. As organizations continue to prioritize digital transformations, there is an increasing burden for leadership to create nurture systems to help guide individuals through change.

One of the biggest challenges organizations encounter is how to thrive when faced with constant, disruptive change. The study of neuroscience provides a deeper understanding of why people negatively react to change.

When we think about change management from an organizational perspective, our minds immediately gravitate towards a methodology comprised of processes, systems and activities to efficiently manage the human elements of an organizational change. All in which is absolutely true, if we research the definition of change management, but there are two components of change management that are classified as soft and hard.

The measurement of project success is a multifaceted process, extending beyond the traditional parameters of time, cost, and scope. In the current dynamic business environment, understanding the broader impacts of projects, including human factors, becomes imperative.

Throughout any organizational change, leaders will experience difficulties in creating alignment and transparency with people impacted by change. A primary root cause for lack of buy-in and commitment stems from uncertainty, lack of direction and miscommunications.

Organizations are continuously shifting strategy and objectives to adhere to the constant changes in business environments. Throughout any organizational initiative there must be a strategic communications plan in place to provide visibility, transparency, and alignment throughout all levels of the organization.

Resistance can be defined as willful opposition by employees to change. This characteristic stems from organizational change. Research has shown that change efforts fail 40 percent of the time as resistance is a primary correlate for these results.

The primary reason individuals intentionally sabotage a change, is because they aren't aligned with the perceived psychological benefits the change will do for them. The one constituent causing the lack of alignment for employees to embrace change, is the WIIFM (what's in it for me) factor.