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You will immediately notice that this blog covers a wide range of themes - in fact, whatever takes my fancy or whatever I feel strongly about that is current or topical. Although themes may relate to business, corporate or organisational issues (i.e. the core talents of JCG), they also cover issues on which JCG also feels warranted to comment, such as social issues, my books, other peoples' books and so on. You need to know that comments are moderated - not to stifle disagreement - but rather to eliminate obnoxious or incendiary comments. If a reader wishes to pursue any specific theme in more detail, specifically in relation to corporate, business or organisational issues, or in relation to my books, then the reader is invited to send an off-line email with a request. A prompt response is promised. I hope you enjoy this blog - sometimes informed, sometimes amused and sometimes empassioned. Welcome and enjoy.

23 April 2014

Objections, negativity or resistance

Without practiced responses to legitimate instances of objections, negativity or resistance (ONR), responses to it will in likelihood be inconsistent, contradictory and sometimes counterproductive.

ONR when not addressed and or negated; can fester and permanently poison the culture of the change initiative and thereby lower the likelihood of its successful implementation.
Realistically, not all instances of ONR are of equal importance or validity.

ONR issues are commonly (but by no means exclusively) raised on the basis of perception rather than fact, thereby making them subjective. However for the perceiver, perception is often 'fact'.

ONR from a customer stakeholder that spends $100 per annum is less important than the ONR issues raised by a customer that is responsible for 60% of the organisation's revenues or effort.

The ONR issues raised by the board or CEO or CFO or COO have more weight than almost any other ONR issues raised by any other stakeholder. That doesn't mean that their (or any other) ONR issues are legitimate; just that their voice has more impact and immediacy. After all, if their ONR issues are not resolved, then they can terminate a change initiative.

Although you may reasonably choose to prioritise certain ONR issues over others, be aware that even an ant-bite can cause injury. People feel particularly peeved when they get the message that what they have to say is irrelevant or unimportant. 'Small people' can have loud voices and can influence if they turn their mind to it - so ignore ONR at your peril.

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