Sie stehen bei organisatorischen Veränderungen einem widerständigen Hauptbeteiligten gegenüber. Wie werden Sie mit ihren Gegnern umgehen?

First, seek to understand. Be cognizant of your body language and tone to ensure you are asking questions, not questioning. Who is the resistant person? Are they respected? Is this typical or atypical of them? What is their opinion and why? What are the pros and cons of staying the course, vs the person's idea to change? I’ve seen in many companies where some people just don’t like change. My immediate response is ‘What got you here will not get you there’. The other one is ‘if you always do what you have always done, you will always be what you have always been’. Ask questions and listen. Lay out what you know to be the end goal and how to get there. Listen to what they have to say and see if there is merit in their resistance.

To begin with, hold a one to one meeting with the stakeholder for better understanding of his/her perspective. Once you have the clarity, then present your perspective with the pros and cons. If you noticed any similar thoughts while listening to them, then explain how some changes are in alignment with their perspective. This helps to reduce the differences in opinion for implementing the change. Communicate with clarity the reason behind the change which is better for the organization which ultimately benefits all stakeholders. One should choose their words carefully when handling a resistant stakehokder to arrive at an amicable result.

Take the time to understand the stakeholder’s concerns and objections by listening actively and asking clarifying questions. Engaging in open dialogue helps you gain insight into their perspective and identify the root of their resistance. For example, you might say, “I’d like to understand your perspective on this change. What specific concerns do you have about the proposed changes?” This approach not only shows that you value their input but also opens the door for constructive discussions and potential solutions. By addressing their concerns directly and empathetically, you can build trust and work towards a resolution that aligns with both their needs and the goals of the organizational changes.

Navigating a resistant stakeholder requires a mix of empathy, strategic communication, and collaboration. First, understand their concerns by actively listening and acknowledging their perspective. Use data and real-life examples to illustrate the benefits of the changes, aligning them with their goals. Involve them in the decision-making process to foster a sense of ownership and reduce resistance. Highlight quick wins to build trust and demonstrate progress. Lastly, maintain open, transparent communication to address ongoing concerns and ensure continuous alignment. As Benjamin Franklin said, “Tell me and I forget, teach me and I may remember, involve me and I learn.”

Start by genuinely listening to the stakeholder's concerns. In the Army, understanding the perspectives of different unit members was crucial for cohesive operations. Similarly, as a principal, addressing teachers’ apprehensions about new policies was essential. Arrange a private meeting with the stakeholder, ask open-ended questions, and show empathy towards their viewpoint. This understanding forms the foundation for addressing their resistance effectively.

Clearly outline the benefits of the proposed changes. During my tenure as a principal, explaining how new educational initiatives improved student outcomes helped gain staff support. Relate the changes to the stakeholder’s interests and how they align with broader organizational goals. Use concrete examples and data to demonstrate potential positive impacts, making the benefits tangible and relevant to them.

Involve the stakeholder in the change process. In the Army, involving soldiers in planning missions increased their buy-in. As a principal, I invited resistant teachers to join committees implementing new programs. Assign the stakeholder a role in the change initiative, giving them a sense of ownership and control. This involvement can transform opposition into advocacy as they see their input being valued and integrated.

Be prepared to negotiate and find a middle ground. In the Army, flexibility was key to accommodating diverse viewpoints. Similarly, as a principal, I often had to adjust plans based on teachers’ feedback. Identify areas where compromises can be made without compromising the core objectives. This willingness to adapt shows respect for the stakeholder’s concerns and fosters a collaborative approach to problem-solving.

Reflect on why the stakeholder is resistant and address underlying issues. In the Army, resistance often stemmed from uncertainty or past experiences. Similarly, in schools, changes that clashed with existing routines faced pushback. Analyze if the resistance is due to fear of the unknown, past failures, or potential personal impact. Additionally, consider organizing team-building activities, like a photography session or a group motorcycle ride, to build rapport and trust. These activities can create a more supportive environment and open channels for informal dialogue, easing the resistance