First, actively listen to their concerns in order to get these divided stakeholders aligned on organizational change; identify something that unites them. Then clearly articulate the mutual benefit and long-term vision. Use data and case studies to strengthen your argument. Engage them through participatory decision-making, and handle conflict in a very empathetic and transparent manner. Trust will be built, and interests will align toward one direction.

To lead divided stakeholders toward a unified vision, focus on strategic leadership, collaboration, and clear communication. Start by engaging stakeholders individually to understand their concerns and mapping their influence and interests. Clarify the vision, ensuring it aligns with organizational goals and emphasizes shared benefits. Facilitate open dialogue through workshops or meetings, focusing on common ground and co-creating a change roadmap that includes short-term wins to build trust. Communicate transparently and frequently, tailoring messages to address specific concerns. Continuously monitor progress through feedback and adjust plans as needed, ensuring alignment with the overarching vision.

In my opinion: Proactively solicit their opinions and address their concerns before creating the deliverables. Keep Satisfied. Check they are happy with the deliverables before publication. Keep Informed. Monitor.

Understand and acknowledge their respective interests. Then show how their respective interests are better served by this proposed change. If you need to change some of the details to accommodate their interests without compromising the core objectives, by all means do it.

When stakeholders are divided, I start by actively listening to their concerns to understand their perspectives. I then articulate the vision clearly, showing how it aligns with shared goals and addresses their priorities. Facilitating collaborative discussions helps bridge differences and creates a sense of ownership in the strategy. By fostering understanding and collaboration, I guide stakeholders toward a unified direction.

A couple of the key barriers of organizational change is fear and operating from differing definitions. Here a few ways to break these potential barriers: - Have the stakeholders anonymously post (i.e. Miro board or survey) at least three possible positive impacts this change will bring (not might, but will) - As a group, have the stakeholders make a pros and cons list on actual and factual information (no exaggeration or catastrophizing) - From the outset, create a lexicon of key terms through this change initiative with agreed-upon definitions by the stakeholders to ensure they are all operating from the same mindset and goal - Lastly, communicate transparently downstream and don't just keep the information with the stakeholders.

Begin by identifying the key measures of success or organizational strategies that are most important to each individual stakeholder or functional group. Then, work to align the change vision with those specific priorities. The objective is to show that a unified vision can be achieved while preserving and addressing the critical needs identified by key stakeholders.

I believe in freedom of team members while doing their work. My job will be motive them and appreciate them while working as a team. Another important thing is regular follow up and take update. Incase of team work, gantt chart can plays an important part to maintain timeline and identify bottlenecks immediately. In conclusion, motive the team and follow up performance is the key to success.

Organizations go through changes when the management changes as the new team wants to make their mark and rightfully so. However, they should concentrate on what has made that business successful in terms of their secret edge to ensure they don’t lose those impactful, silent but integral employees. Usually, there is a backbone of dedicated staff who are motivated by the company’s success. It fuels their drive and dedication. Understanding and acknowledging them can turn the tide in a CEO’s favor for any change. It may take more time but ensures the company doesn’t loose momentum while transforming.

En cualquier situación similar un buen líder y un buen negociador saben perfectamente que la prioridad es siempre partir de un terreno común, sea o no sea por la diferencia de visión de un cambio organizacional. Ahora bien, en el contexto específico de un cambio, la prioridad es que todas las partes entiendan y validen la necesidad y urgencia del cambio, independientemente de su visión y forma de abordarlo. A partir de ahí será mucho más "sencillo" ir negociando puntos de uno y otro lado para construir juntos la visión del cambio, no podemos permitirnos el lujo de imponer cambios, simplemente, porque no funciona.