The 6 myths sabotaging your project and how to fix them
One of the biggest threats to your project isn’t just a technical glitch or planning misstep. It’s believing myths about how people think and act. Get this right and the rest falls into place.
Managing a project that impacts people is no easy task. It’s a balancing act between timelines, budgets and making sure everyone’s on board. You’ve got people who suddenly hate what you’re doing or worse, people who seem utterly indifferent. You might start wondering, why can’t people just get on board?
It’s easy to point fingers when things go sideways. But the hard truth is that sometimes it’s not them. It's the false assumptions we make about human behaviour that quietly sabotage our projects.
Could you be unknowingly sabotaging your own project?
If your project keeps hitting roadblocks, despite careful planning, chances are you’re falling for one (or more) of the common myths we tell ourselves. Research shows that these mental traps (assumptions that feel true but quietly sabotage our projects) can derail our positive impact.
If you’re willing to challenge these assumptions, you can course-correct and improve your chances of project success.
Here are 6 common myths that could be undermining your project and what you can do to turn things around.
The “people’s opinions don’t matter” myth
"Their opinions are subjective, so who cares, right?"
If you’ve ever thought this, then you’ve fallen for one of the oldest tricks in the book. It’s tempting to dismiss people’s concerns when they clash with your data, but it’s also one of the quickest ways to sabotage your project.
The reality is that opinions carry a lot of weight, even if they seem to be ‘just’ perceptions. People’s concerns, fears and experiences all shape how they view your project and ultimately, whether they support (or resist) it.
Ignoring perceptions isn’t just dismissive. It can fuel opposition and erode your project’s social licence to operate, even if the metrics look good on paper.
The fix: Start listening. Even if community concerns don’t match your technical data, they represent the lived reality for the people impacted by your project. The more you tailor your engagement, the better chance you have of building trust and getting things moving.
The “if I just give them the facts, they’ll get it” myth
"People are just uninformed. Once they know the truth, they’ll come around."
We’ve all been there, thinking that people are like computers. You input information and out comes rational support for your project. The truth? People don’t respond to hard facts alone.
People’s beliefs and attitudes are shaped by years of personal experience, emotional investment and social influences. You could explain the project’s impact in a variety of ways, but unless that information speaks to a lived experience or connects with how they see the world, your message is unlikely to get through. Simply dumping technical information without taking the time to understand their perspective, isn’t going to help.
The fix: Instead of talking at people, be curious. Find out why they hold their perspective. It’s not about proving people wrong; it’s about meeting them where they are. Build a bridge of understanding, not a fortress of facts.
The “people are unpredictable” myth
“Communities are like shifting sands. They’re too unpredictable to understand"
Sometimes it can feel like community support is here one day and gone the next. Sure, people can be complicated but they aren’t unpredictable. Human behaviour is influenced by a lot of factors: social pressures, context, timing, peer dynamics, leadership, how they feel about the process (the list goes on).
So while it might seem chaotic, there’s a lot of logic to how people react to your project. Understanding this is key to staying ahead of potential issues.
The fix: Look beyond the surface. Pay attention to what drives a person’s responses whether it’s timing, leadership, peer influence or key moments of engagement. Tune into their concerns and be proactive in addressing them before they escalate.
The “sunk cost” myth
“We’ve already invested too much to change our approach now.”
This is a classic trap where project teams keep pouring time and resources into a strategy that’s not working, simply because they’ve already committed. This fallacy convinces us that the more we invest, the more likely it will eventually work out.
The fix: Stay agile. Regularly evaluate your engagement strategy and accept that it’s okay to pivot, especially if new evidence shows a change is needed. It’s better to adjust early before more resources are lost than cling to a failing plan. Adaption is a strength, not a setback. It shows the community you’re willing to listen and evolve.
The “people always want more” myth
"Communities always want more compensation. It’s never enough."
Yes, disputes over matters like compensation can get messy. But when a community says they want more, it’s often about things other than money. It’s about fairness and respect. People don’t only care about what they get; they care about how they’re treated in the process. If you ignore concerns, fail to include people in decisions that affect them, or make them feel like they’re being shortchanged, they’re going to push back. And if the process doesn’t feel fair, even the best offer is going to get rejected.
A key element that often gets missed in negotiation is setting clear expectations. People need to know upfront, what’s up for negotiation and what isn’t. Being honest about these boundaries doesn’t limit engagement; it helps people engage more effectively by knowing exactly where and how they can influence project decisions or outcomes.
For practical ways to create an effective stakeholder engagement strategy, see our 5 insights for successful stakeholder engagement.
The fix: Make fairness and transparency your non-negotiables. Engage early, be transparent, and give people a real voice in the process. Set clear boundaries about what’s negotiable and what is not, so that people understand the framework they are working within. When people feel like they’re part of the decision, you’ll likely find more cooperation, even when it comes to compensation.
The “people only think about themselves” myth
"Everyone’s just in it for themselves."
When a community seems dead set against your project, it’s tempting to think they’re only looking out for their own interests. But opposition is often less about the project itself and more about what it represents.
When a project threatens to change a community’s identity, way of life, or even their local hangout, this can quickly become threatening. What seems like opposition for personal gain is really about preservation or protection. Understanding this is key to resolving conflicts.
The fix: Shift your perspective. Recognise what the project represents to the community. Acknowledge their identity and you’ll have a much easier time navigating pushback.
The hard truth
These myths might seem harmless but they often explain why many projects fail to get community support.
If you’re willing to ditch the assumptions and engage with communities in a way that is meaningful for them, you’ll do more than improve your project’s chances of success. You’ll build better, more lasting relationships. This can be the difference between a project that stalls and one that moves forward.
How we can help
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References
Moreira, S., Vanclay, F., & Esteves, A. M. (2021). Fallacies about communities that lead to failed community relations. Impact Assessment and Project Appraisal, 40(2), 156–167. https://doi.org/10.1080/14615517.2021.2008600