Responding to objection.
WHAT RESISTANCE USUALLY MEANS
The person sees a problem, fears a consequence, or was not consulted.
WHY IT IS INFORMATION
Resistance frequently identifies genuine flaws.
WHAT TO DO FIRST
Listen, properly.
WHAT TO ESTABLISH
What specifically concerns them.
WHAT THE COMMON CATEGORIES ARE
They disagree that the problem exists They disagree that this solves it They see practical obstacles They fear personal consequences They have been through failed changes before
WHY THAT LAST CATEGORY DESERVES ATTENTION
People who have seen changes announced and abandoned reasonably expect the same again.
WHAT TO DO ABOUT IT
Acknowledge the history, and demonstrate difference through follow-through.
WHAT TO DO ABOUT PRACTICAL OBSTACLES
Take them seriously and address them.
WHY
They are usually correct, and ignoring them guarantees failure.
WHAT TO DO ABOUT DISAGREEMENT WITH THE PROBLEM
Provide evidence, and listen to why they see it differently.
WHY
They may be seeing something you are not.
WHAT TO DO ABOUT PERSONAL FEARS
Address them directly and honestly.
WHAT NOT TO DO
Dismiss concerns as resistance to change Label people as obstructive Isolate objectors Proceed without addressing what was raised
WHY LABELLING FAILS
It ends the conversation and it hardens opposition.
WHAT TO DO ABOUT SUSTAINED OPPOSITION AFTER GENUINE ENGAGEMENT
Be clear that the decision is made, and what is expected.
WHY
Endless consultation after a decision is its own problem.
WHAT TO ESTABLISH
That disagreement is acceptable and non-compliance is not.
WHAT TO RECOGNISE
That some people will not adapt, and that must eventually be addressed.
