Leaders of organisations often need to become more streetwise in recognising ways in which change is prevented. Below are twenty 'principles' that may need to be addressed. They are, in reality, usually dishonest ploys used by people who want to stop much needed change because, for example, they perceive that they will lose power in the change.
'This would be the thin edge of a wedge' is often used to knock down a new idea early on. The metaphor assumes that the Organisation can be tipped off balance by a wedge that is gradually hammered under its foundations. One issue may be to try to change the metaphor.
It can be addressed through judicial reframing e.g. by showing the change isn't a precedent. The Principle of Fair Trial. 'Give the current system a fair trial' is the cry here. This principle is often used to oppose a much needed reorganisation - 'we only just reorganised last year - we need to give the current structure a chance to bed down'. Careful reframing may be needed here.
'The time is not ripe' is the plea. The time may, of course, over-ripen and go rotten. The 'time as fruit' metaphor can require challenge.
This neat ploy can suggest that a better change is round the corner. The proponent of this may need to be questioned thoroughly on the imminent better change. The Principle of Alternative Proposals. Here the blocker throws in numerous other ideas, often under the guise of brainstorming, to muddy the water. It needs a steady eye not to be taken away from one's focus. Sometimes the assertive technique of 'Broken Record' works well.
If a change would expose problems then 'not washing our dirty linen in public' is a favoured blockers tactic. Managers need to be prepared with evidence to support their actions e.g. evidence where recalls of faulty products enhanced a company's reputation.
'The market isn't ready for this' or 'Staff aren't ready for this' are clever ploys which masquerade as sound business sense or concern for staff. Good evidence of the contrary view can be needed or this tactic can succeed very easily.
This tactic may be accompanied by proposals to do more research, set up a committee or have a report written. It can, again, sound like wise counsel. The main way to avoid it is to have covered all angles first.
'It hasn't been proven to work' (means nothing can ever be done for the first time). This is a dangerous one, as it can sound very wise to cautious members of a committee or Board. Counter examples may work, especially if they are ones which are relevant to the company's business.
'I'm in favour but others would be opposed' is an old trick. It can be important to check out these 'others'.
This is used a lot with incoming new CEOs - 'we tried that idea ten years ago and it didn't work'. Questioning precisely what was tried, and how, can often undermine this tactic.
Here one bad reason is allowed to over-rule all good reasons. 'Broken Record' may again work here.
This has a sub-principle called The Principle of Inter-connectedness and can be accompanied by the comment 'this means we'll have to change too many other things'. A new product can be alleged to imply new people, changes in rewards systems, new distribution networks, changes in purchasing and so on. (Once you get going you can get really creative about how wide the ramifications are.) A clever academic argument is to invoke systems theory to show how everything is connected to everything else. Examples of past changes that worked can be part of the counter argument.
Usually users of this method have quite a range of picky points that they can raise, so careful pre-work is needed to avoid it.
'Just because it's worked everywhere else doesn't mean it will work here' can be used by those who invoke the 'we are a unique culture' tactic. One answer is that if the Organisation never learned from others it would die - but this will be too rational for some circumstances.
'Listen to this advice from an older, wiser head' is very useful used on younger managers. There are various ways to side step this (rather than tackle it head on).
This is less used these days, given the pace of change. But the approach can surface in other guises, e.g. 'this system has served us well and it will cost us to change'. The simple 'if it ain't broke let's break it' can be too crude in most circumstances. Careful reframing of the nature of the change may work better.
This is another of those tactics that can look very shrewd. 'Let's not put all our eggs in one basket - let's run a small scale experiment to test out this new process' seems eminently reasonable (even if the underlying reason is to kill off the new process). Either one has to ensure that the experiment is carried out quickly or find ways of blocking this proposal.
Here the stratagem is to invoke some Organisational sacred cow as a basis for undermining a proposed change - as in 'this is out of keeping with our fundamental philosophy' or 'this does not fit our values statement'. More prosaically the person can suggest that something is 'against accepted policy'. These ploys can work well with newcomers. One answer can be to get well informed on the realities of what matters in the Organisation.
