Being caught up in a situation that someone wants to change is a stressful exercise.
It’s easy to forget how it feels to be in the other persons shoes.
It’s easy to become entrenched, watch only the facts that you care about and ignore all others.
Denial comes in many forms and can infect both the agents of change as well as immovable blockades.
While change sometimes occurs by blasting through an immovable blockade, it more often succeeds by finesse. Discovering mutual goals. Mitigating painful repercussions. Finding third paths.
I wanted to share Rosabeth Moss Kanter’s recent blog over at the Harvard site. “Four Tools For Defeating Denial” covers some important ground on how to ensure you don’t take shortcuts towards change that defeat your ultimate purpose and ensure that your movement towards change is based on solid ground. From Dr. Kanter:
Fact-based management is lauded as the best way to run any organization, and I generally agree. But answers will never come directly from analysis. There is always judgment and politics. When facts become subject to interpretation, or when science is discredited, then denial grows beyond garden-variety change resistance. All that remains is leadership. [Emphasis mine]