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.