How to Deal with Unnecessary and Unproductive Resistance

By: Hans Bool
Submitted: 2007-01-17 15:31:50
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Understanding that people could possible resist your planned change would help to prevent the same resistance later on when the measures are implemented.

Resistance is seldom a rational issue. It is most often about a feeling people have about management issues and ‘not being involved’ is under the top 10 causes.

Take this imaginative case; you are an employee, writing for a small company and out of the blue you hear about a new measure to improve the quality of the copywriting. Let’s say that this measure is to do about increasing the size (word count) of articles and by doing that the quality should improve. A fresh idea presented by management.

You have not been consulted for something that is affecting your job and that is sufficient for reasons to resist ... In the end the issue gets solved, because you also think that quality is what writing is all about, but you would have liked contributed your ideas (because there are other ways to deal with this problem) before accepting any new guidelines of the management team. That is what you tell your boss and the next time she will address this issue properly.

Bottom line -- this organization has been dealing with unnecessary resistance, lost productivity (time) without any influence on the outcome. There are also examples where resistance will influence the outcome of the targeted change and in those cases resistance is useful. In this case it was just a waste of time for everybody.

© 2006 Hans Bool

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools

Article source: Expert Articles

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