After having completed the worksheet for Strategies on Acting Politically (Heifetz, et al., 2009, p.147) what sticks out the most is how easy some of it was, but how difficult it was to come up with thoughts on how to neutralize the opposition in my world. Everyone is important, but handling them well seems like the biggest challenge and the most important out of all of them. I highlighted the line “accept that what you’re trying to do is not in their interest.” It’s hard to not think about how to use logic to bring them around to your thinking. I default to that instead of wanting to look at the change through their lens. Heifetz et al. says that “they have the uncanny capacity for asking the really tough key question that you have been unwilling to raise.” (p.145) It’s hard to grow and identify issues when everyone is either silent or agreeing with you through the process. That input can be very valuable and illuminate corners of the project that just hadn’t even occurred to you.
Getting those dissenting views seems like it would be tricky. To me, it’s been helpful to genuinely work on the relationship with that person who might be difficult. Trust leads to sharing. Heifetz et al. suggests expressing openness even when they might be subversive or revolutionary. They also suggest input box, awards for dissenting views, brainstorming sessions and retreats. I’d say just ask! Don’t skip an opportunity to get the truth by letting them sit silently. It’s usually pretty obvious who is having issue with a new change.
Heifetz. R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership, tools and tactics for changing your organization and the World. Boston, MA: Harvard Business Press.
Getting those dissenting views seems like it would be tricky. To me, it’s been helpful to genuinely work on the relationship with that person who might be difficult. Trust leads to sharing. Heifetz et al. suggests expressing openness even when they might be subversive or revolutionary. They also suggest input box, awards for dissenting views, brainstorming sessions and retreats. I’d say just ask! Don’t skip an opportunity to get the truth by letting them sit silently. It’s usually pretty obvious who is having issue with a new change.
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(Allies) Who might be your
allies?
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Why might they be allies?
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What’s their main objective?
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How can this ally best help you
successfully implement your intervention?
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Managers
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They feel the pain
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Help their groups navigate work better
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Support ideas
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Frustrated group members
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They feel the pain
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Reducing stress in work
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Help others work through opposition
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(Opponents) Who might be your
opponents?
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Why might they be opponents?
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What do they stand to lose if
your initiative fails?
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How might you neutralize their
opposition or get them on your side?
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Frustrated group members
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They want to get their work done that is in front of them that they
know how to do.
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Their job doesn’t get done.
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Marketing group
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Changes how they input
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Change
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Include them in design
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(Senior authorities) Who are
the senior authorities most important to your intervention’s success
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Why are they important?
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What signals are they giving
about how the organization perceives your intervention?
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What might you say or do to
secure their support as your initiative is being implemented?
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Group director
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Responsible for group
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Positive
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He’s pushing it.
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