People are going to resist what they don’t want. It could be something they find dull, overwhelming, frustrating, boring or threatening in some way.
No matter what the reason, resistance is healthy and ought to be expected. It’s good for workers because it allows them to vent feelings, and it’s also good for the company because it provides valuable information. But it also poses problems for the manager when work has to be completed.
Strategy: Avoid techniques such as coercion (”It must be done or else”), minimizing the problem (”I’m sure you can find time to get the report finished”) or deflection (”Once you see the great results, you’ll feel a lot better about the project”). A creative and effective way to deal with resistance is to realize that it is a powerful force in the organization, and then to work with it.
These tips can help:
- Bring it to the surface. Don’t let it simmer silently. It’s not good for the individual, office morale and/or productivity. Find out exactly what the objections are and how strongly they are felt.
- Explore causes. Determine origins of resistance and pseudo- resistance. There is a realistic cause behind authentic resistance (”I don’t have time to work on this project”), whereas another motive or hidden agenda (”This project is not going to get us anywhere— it’s a waste of time“) usually lurks behind the pseudo variety.
- Find answers. If you’re dealing with authentic resistance, help the person overcome the barrier. If the individual feels there isn’t enough time, analyze his or her schedule. Restructure responsibilities to free up enough time to get the additional work done. If you’re up against pseudo-resistance, find out what’s really bothering the person and see what can be done to rectify the problem.
Observation: It’s unrealistic to expect to rid yourself of resistance. A practical and feasible goal is to get the resistance down to a manageable level that does not hinder your overall effectiveness.
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