Reluctance in project management: understanding to act better

My name is Betty Lamy and I am responsible for the project department at Agerix. Over the years, I have often noticed that when starting a project, some team members or decision-makers show distrust towards project management. However, I am convinced that good organization strengthens both team cohesion and the quality of the results. Why does this reluctance persist and how can I help dispel it? Through my experience and observations, I would like to share here some ideas to achieve this.

Where does the reluctance towards project management come from?

From what I have observed, there are several reasons why people hesitate to fully commit to a project approach. I often notice the fear of change , because any new approach disrupts well-established habits. Others fear an overload of work , fearing to add new tasks to an already busy schedule.

It also happens that a lack of clarity in the definition of the project or a bad past experience sows doubt. The people concerned sometimes tell me of their mistrust when they feel they have not been listened to in the past, or when they do not clearly perceive the usefulness of the project.

In my opinion, it is essential to show the global vision of a project: if each member of the team understands how their work contributes to a larger objective and what benefits they can get from it, buy-in comes more naturally.

The consequences of unmanaged reluctance

When reluctance is not addressed, I generally see several negative effects. First, communication deteriorates: people share their doubts or ideas less, which can lead to less relevant decisions due to a lack of sufficient information. At the same time, we see a certain disengagement : if we do not feel that our voice counts, we end up doing the minimum, without seeking to innovate or anticipate problems.

Operationally, this often results in delays and inconsistencies in monitoring, sometimes even in increased costs . I also know that this tense or disinvested atmosphere stifles creativity and discourages new ideas, which remain buried because no one dares to propose them.

How I address these reluctance to establish a positive dynamic

As soon as I launch a new project, I make sure to take care of the launch meeting . It is essential to clearly explain the why and the how : why we are getting involved in this project, what the concrete objectives are, and how we are going to organize ourselves to achieve them. This first step, in my opinion, creates a collective momentum and allows us to put all possible questions on the table .

Then, I rely heavily on continuous communication . Rather than imposing a succession of long meetings, I prefer regular, brief and transparent progress updates . This builds the team's trust : everyone knows that they can report a difficulty or a particular need, without being judged.

I also like to rely on a dashboard with a few key indicators : progress, compliance with the schedule, blocking points, etc. This serves as a support for me to visualize the progress and to show the impact that a possible delay can have on the entire project. In the first few weeks, I often have to remind the teams to get them used to updating these indicators, but the interest quickly becomes obvious: everyone knows where we are, what needs to be improved, and how to contribute to the final success.

Finally, I place great importance on listening and valuing individual contributions. I sometimes have an impromptu coffee with a colleague to discuss a fear, an idea or a frustration. I find that these informal moments can help unblock more things than you might think. Sometimes, a few sincere exchanges are enough to dispel misunderstandings and encourage the person to fully invest in the project.

In other words...

In my opinion, reluctance in project management is not surprising: it often arises from fear , a lack of meaning or a bad past experience . But I firmly believe that it can be transformed into a lever for progress if we understand it and respond to it appropriately.

The consequences of unmanaged reluctance, such as disengagement or poor communication , are damaging to both the project and the work environment. However, when we are transparent , clearly explain the benefits of the approach and encourage everyone to express themselves, we quickly see a change in dynamics.

If you were to remember only one thing from all that I have just told you, it should be that project management is not a rigid framework but rather a catalyst that must facilitate collaboration and stimulate the search for innovative solutions . My experience has shown me that, well prepared, explained and followed, a project methodology not only strengthens the team's efficiency , but also gives it the confidence to take on future challenges.