Joining the Dots: Overcoming Resistance to Act
A technique to overcome resistance to change by empathizing with others and building a compelling case that addresses their underlying concerns.
THE IDEA
A solid cost/benefit case may not be enough to win support for an action. Ask what the other person is concerned about and how they see the proposal. Understanding their interests, fears, or motivations can help you explain why an audit finding matters and address the reasons for resistance.
When to use it
During an internal audit when presenting findings to department heads.
When proposing a new business process or system to a team that is comfortable with the status quo.
In a consulting engagement where clients are hesitant to adopt recommended changes.
When trying to implement a personal change in a group setting, such as a family or community project.
FROM THEORY TO EVERYDAY LIFE
In practice
Audit Finding in a Manufacturing Company
An auditor identified a safety issue in a factory. Initially, management resisted investing in new equipment. By interviewing workers and understanding their fear of job loss due to automation, the auditor reframed the recommendation as a way to improve efficiency and create new roles, gaining buy-in.
Software Upgrade in a Marketing Department
A consultant recommended a new CRM system. The team was hesitant because they were comfortable with the old system. The consultant attended team meetings, listened to their frustrations with the old system, and showed how the new system would simplify their daily tasks, reducing resistance.
A MOMENT TO REFLECT
Put it to work.
Think of a time you encountered resistance to a proposal. What were the underlying concerns of the other person?
How can you 'join the dots' between your recommendation and the personal motivations of stakeholders?
What questions can you ask to better understand the perspective of someone who is resistant to change?
CONTINUE THE CONVERSATION
Source texts
- Beyond the Five Whys Root Cause Analysis and Systems Thinking (James C. Paterson)