Push Back – The Opportunity Killer

“Push-Back” – The opportunity killer © Roger La Salle 2012

The CEO has little Power

The CEO of a large company once said to me, believe it or not,

“I am in the position of least power to change this organisation. If people will not change I am unable to make them, the organisation is simply too large for me to do their jobs in a different way. I must rely on my people.”

How true this is, but do we realise it?

What’s Push-back?

Anybody in a medium to large sized organisation will have encountered what is best referred to as “Push-Back”. This occurs when an individual or a group with some influence on business decisions or direction expresses doubt or even rejects outright the notion of a new approach or change to a particular issue being discussed.

We call this resistance to a change proposition “Push-Back” and it is unfortunately all too common in many organisations.

With this in mind, how can we best implement innovation or value adding changes to our businesses?

Should we discourage “Push-back”?

Push back has its place and can be used as a valuable catalyst for creating open, full and frank discussion in meetings. The last thing one wants in a meeting aimed at exploring new horizons is for all to agree with no dissenting views and thus no discussion. Seldom are new initiatives enacted without some “pain” to somebody, consequently the expression of alternative views should be welcomed.

Surrounding yourself with “Yes-men” is the ploy of weak and insecure managers that are afraid to be challenged and moreover do all they can to discredit dissenters.

The negative pre-disposition

Unfortunately in many organisations there are people that simply object to everything and resist change at every turn, though such people are to some extend a dying breed. Having said that, some occupations in particular do have an attraction for “status quo steady as she goes” individuals. These people tend to be in the fields of engineering, quality, standards and production where change means risk and risk means exposure to failure. Such a mindset is quite understandable, but this is not to say such thinkers should still not be open to explore alternatives and embrace change.

These days’ things are changing somewhat with younger people very quick to accept new ways and new technologies, courtesy of the IT world and life in a world of constant change.

A real life scenario

Suppose a new opportunity for a product is presented to the production department and they simply reject it out of hand. “No we cannot do that, it won’t work” is the message delivered back to the boss.

The production people have stated their position and to get a different answer will now essentially require a back down and admission that they were wrong! Nobody likes to be wrong, so what now? What can the boss do to change that message?

Little I would suggest and the more pressure the boss applies to get a different answer the more “push back” is received. Further if the boss insists is can and will be done; you can be sure the production people will work very hard to show it can’t be done.

Like it or not, this is life and human nature.

What’s the solution?

Without doubt the most effective way to bring about change and acceptance of a better way is to have the negative thinkers involved in the development of the new initiative.

Run a session or meeting and lead the naysayers to the “font of discovery” and have them inspire the new thinking. People generally love their own ideas.

An alternative approach is to ask somebody for their advice. People love to give advice, this makes them feel in control, feel well respected and perhaps admired.

Ask somebody for their advice and you will immediately have them on side.

What now?

The realisation that the boss really has little power to make change comes as a surprise to most, but is a fact.

To inspire change and get “buy in” you need to embrace those that will drive the change in developing the change initiative. Get them involved in developing the new thinking. This is the secret to mitigating “Push-Back”.

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Roger La Salle, is the creator of the “Matrix Thinking”™ technique and is widely sought after as an international speaker on Innovation, Opportunity and business development. He is the author of four books, Director and former CEO of the Innovation Centre of Victoria (INNOVIC) as well as a number of companies both in Australian and overseas. He has been responsible for a number of successful technology start-ups and in 2004 was a regular panellist on the ABC New Inventors TV program. In 2005 he was appointed to the “Chair of Innovation” at “The Queens University” in Belfast. Roger also chairs two Syndicates of the National organisation, “The CEO Institute”. Matrix Thinking is now used in more than 26 countries and licensed to Deloitte, one of the world’s largest consulting firms. www.matrixthinking.com

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