1.5 - About University

5.9S URFACING AND D EALING WITH R E SISTANCEInspired by Peter Block.Resistance: a strange, loaded word with negative and emotional baggage. But resistance is,believe it or not, a completely natural human experience. Resistance is how we protect ourselvesfrom being had. When presented with significant change, most people think of the reasonswhy this new idea won’t work. It’s pretty natural to want to stay in and defend the statusquo, even when the current way of doing things isn’t working very well. As change agents,leaders need to understand and deal early with resistance, be it direct or indirect. It doesn’t goaway until you deal with it honestly. This tool will help you do that.Resistance can often be positive, in the sense that:• You know your request has been heard and people are perhaps striving to understandhow to make it work without upsetting their environment too much; or• It may represent a legitimate commitment to another alternative or to a different wayof thinking.However, indirect resistance is often camouflaged, and can look like a sincere response.Only when resistance is direct, sincere, and in the open does it become possible to discuss anddeal with real concerns.Here are some common examples of behaviors that could be either sincere responses orforms of indirect resistance.Signs of direct resistance• People tell you their real concerns, and how theyfeel, openly and honestly.• They maintain eye contact and use “I” statements.(Pay attention to cultural differences.)• Bluntness may feel hurtful at the time, but is actuallythe more honest and easier form of resistance to dealwith.• You know exactly where you stand; the issue is clear.▼• Leads to honest negotiation or conflict resolution.• You can put your energy into the real issue.Signs of indirect resistance• People ask for more and more detail, endlessly questioning.• They are not able to find a good time to implement,or continually assert a rigid timetable.• They intellectualize, debate definitions and concepts,or talk in apparently rational terms, but not aboutthe real concerns.• They decide “The problem has gone away,” or pressfor solutions too soon.• They say someone else is the problem, using thirdpartylanguage: we or they statements.• You have a gut feeling that something’s wrong.• You don’t know where you stand.▼• Leads to misdirected energy and frustration.• You will be led to put energy into side issues.Leaders need to know how to surface indirect resistance and turn it into direct resistance.Begin by not assuming or mind reading. You could be wrong! What looks like resistance couldbe a genuine request or comment. Use the process known as the “two good-faith responsestechnique” to surface indirect resistance:SECTION 5 TOOLS FOR LEADING CHANGE 163