Theory of Constraints Handbook - James Cox Iii [403]
The earlier we detect an external reason for resisting, the better we can fine-tune our approach in order to overcome it. We use the Layers of Resistance while keeping the external reason in mind. For example, if we realize we are pushing people out of their comfort zone we should continually ask them what information they are lacking, and discuss how to make things easier for them in the implementation stage by using demonstrations, pilots, etc. Or, if we realize we are talking to a person who needs to be in control (and we can’t go around them or shoot them), we have to alter our approach to give them more control—both in the buy-in discussion and in the implementation of the change.
When we bump into Layer 9, it means that we have done our best to take the other party through the Layers that deal with objections inherent to our change, and we are now convinced that the reason they still resist is external to our change. In this situation, we should identify the external reason for resistance if we haven’t done so earlier, and attempt to address it. The purpose of this chapter, however, is not to cover a comprehensive list of external causes for resistance to change, as there is plenty of literature on the subject.
Sense of Ownership: The Key to True Buy-In
There is one type of change people are truly excited about—their own initiatives. As we are well aware, psychological ownership (“this is MINE!”) plays a key role in people’s enthusiasm and commitment. Thus, the more important the change is to us and the more collaboration we need from the other party, the more we should invest in making them feel this is “their” change too. The problem is that when we initially ask for their collaboration, they have no sense of ownership; they feel as if they have nothing to do with this change. How do we cultivate this feeling? A sense of ownership may emerge through various related routes (see, for example, Pierce et al., 20012).
Using the Layers of Resistance can be an excellent way to build a sense of ownership; that is, if we are truly willing to share the ownership of our change with others. The way to go about this is to set aside our egos and learn to welcome inquiries and objections. After we present our ideas in each Layer, we need to encourage the other party to ask questions. This is not about asking questions for the sake of asking questions. This is about encouraging the other party to speak their mind so we know what is truly bothering them. Discussing what is bothering them and clarifying the missing details is what will help them become familiar with the change. In addition—and this is the key to the whole thing—we have to evaluate their objections objectively. Keeping an open mind, we will find that at least some of their concerns hold water. If we accept their reservations and ask for their input of how to overcome them, we give them control over current decisions and future actions. The more we acknowledge their (valid!) reservations and incorporate their suggestions into the change plans, the more it will become their change too. Even if we have effectively identified the problem and come up with a reasonable solution, the other party will most probably raise valid concerns in Layer 5 and real obstacles in Layer 6. Instead of trying to dispute these concerns, we should view them as excellent opportunities for building the other party’s sense of ownership. When such a discussion is done well, the other party feels more involved and more willing to participate once we get to Layer 7. If at that point they assume responsibility and start taking charge in reviewing the little