CHAPTER 10Understanding Resistance
THE HARDEST PART of consulting is successfully navigating resistance from the client and those around us. As we consult, it is natural for us to feel that if we can present our ideas clearly and logically, and if we have the best interests of others at heart, they will accept our expertise and follow our suggestions. We soon discover that no matter how reasonably we present data and recommendations, clients present us with resistance. We learn that being right, clear, and evidence‐based is often not enough.
Resistance doesn't always happen, but when it does, it is puzzling and frustrating. In the face of resistance, we begin to view the client as stubborn and irrational, and we usually end up simply presenting the data and justifying the recommendations more clearly, repeatedly, and forcibly––“Let's go back to the PowerPoint.”
The key to understanding the nature of resistance is to realize that it is a reaction to an emotional process taking place within the client. It is not a reflection of the conversation we are having with the client on an objective, logical, rational level. Resistance is a predictable, natural reaction against the process of being helped and against the process of having to face up to difficult organizational problems.
Resistance, then, is not only predictable and natural; it is a necessary part of the learning process. When, as consultants, we wish resistance would never appear or would just go away, we are, by that ...
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