Dealing with agents of un-change

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Dealing with agents of un-change

February 2, 2009 by Olivier Blanchard

“Individuals behave in a difficult manner because they have learned that doing so keeps others off balance and incapable of effective action. Worst of all, they appear immune to all the usual methods of
communication and persuasion designed to convince or help them change their ways.”

- Robert Bramson, Ph.D.

I will probably spend the rest of my life trying to figure out why some people are so vehemently opposed to change, progress or new ideas that they will exert more energy fighting them than embracing them. I am sorry to hear that so many of you are dealing with this. I don’t have a lot of advice to give you there, except this:

Far be it from me to suggest that every new idea and every bit of change is positive. Success, after all, is more often than not the result of countless failures – some calculated, others not. I completely understand how and why intelligent professionals would (and should) be suspicious of new ideas. Due diligence does play a significant role in effectively adopting new ideas and making them work. No question.

But some people resist change no matter what. These are not people who take the time to analyze a new idea or concept, run scenarios, try to figure out contingencies, look for lateral opportunities, and get around potential pitfalls along the way. These are just difficult people who enjoy being roadblocks.

Perhaps it makes them feel important: If they can’t actually be agents of change, at least they can be agents of un-change.

Maybe it’s all one big ego trip. A passive-aggressive power play.

Maybe it’s just that making sure that things don’t change defaults to predictability in their professional ecosystem, and predictability equals security. The less you change, the less you rock the boat, the safer you are.

Which makes sense when you realize that people who tend to become human roadblocks have made a career out of doing essentially nothing. (Doing something is what their staff is for.) There can only be security in doing nothing when the alternative (doing something) can be sold to senior management as a high-risk, low reward proposition.

Maybe it’s a little bit of everything: Laziness, insecurity, ego. You name it.

One thing is certain: You can’t teach an old dog new tricks. Human roadblocks are wired to be the way they are. No amount of logic, enthusiasm or even authority will change them. Or move them, for that matter.

Just like speed bumps, they are there to stay. Just like speed bumps, you have to slow down when you get close to one of them. And just like speed bumps, they’re pretty easy to roll over or get around once you have a clear view of where you want to go.

The thing about human roadblocks is that they don’t go anywhere. Come back in ten years, they’ll still be exactly where they are, doing the same damn thing. Maybe some of you can take some solace in that.

So my advice to you today is this: Don’t go mistaking speed bumps for 500 foot cliffs. They’re just speed bumps. Just keep doing what you are doing, and don’t let anyone stop you from getting the job done.

If you are clearly outnumbered, however… run like hell. ;D

Regardless of whom at work is giving you a rough time, have a great Monday.

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Posted in bad management, being fearless, being the best, change, change agent | 13 Comments

13 Responses

on February 2, 2009 at 13:30 | Reply Keith Pape

Great article this morning – good start to the week. There is a old military tactic, that I’ve used in both my military past as well as in my personal and business life today. Understand where those roadblock, 500 foot walls and ‘enemy’ strongholds are and just bypass them completely. By doing this, they will sit there in the safety of their negativism and eventually starve themselves out (food, friends, business clout) and you end up not getting a headache from banging your head against these proverbial ‘walls’.

Have a great monday everyone.
on February 3, 2009 at 12:16 | Reply Tim

Good stuff Olivier (and nice use of “whom” at the end).
on February 3, 2009 at 16:34 | Reply Olivier Blanchard

The alternative, of course, being “don’t waste your time and run like hell.”

Lots of companies out there that would love to have a smart person like you work for them. If your bosses don’t appreciate you and keep you underfoot, plan your escape.
on February 3, 2009 at 21:05 | Reply bonitamedia

As usual my friend, you hit things right square on the head! I almost missed this until @servantofchaos pointed it out (sorry about that!)
“Maybe it’s just that making sure that things don’t change defaults to predictability in their professional ecosystem, and predictability equals security. The less you change, the less you rock the boat, the safer you are.” – The safe, predictable road is most definitely more secure. the problem seems to lie with middle and upper mgmt in many companies. If they are unwilling/unable to embrace change then the creative minds in the trenches tend to get squelched. The good news is these creative minds and pioneers are the ones that go out and become evangelists for change by starting a new business, then going back to their former industry as a consultant, where their opinions are head because they are now an “outside expert”. Change is inevitable. “Agents of un-change” end up wilting away, or they bring their company down with them…
on February 3, 2009 at 21:05 | Reply Marigo Raftopoulos

Sadly the human roadblocks have invested heavily in the status quo, and change (to them) is equated with a perceived loss of power or position. They are the first to ask, what’s in it for me? Perhaps the change agents can answer that question for them first, then maybe we can begin to talk buy-in. When all is said and done, change will happen without them.
on February 3, 2009 at 21:37 | Reply Andy

Thanks Oliver. What a great post. For me it was the eloquent piece of inspiration — to keep hacking away at the dead wood — that I try and hunt down on a daily basis. I’m really glad Gavin tweeted about your post.

What are your thoughts on the benefits or otherwise of
a) “running [away] like hell” (in the context of Marty Neumeier’s “Zag”<)
b) “charging through” (like Napster did); and
c) “running around them” (MySpace vs facebook)?

Cheers

Andy
on February 3, 2009 at 21:48 | Reply Andy

Thanks Oliver. What a great post. For me it was the eloquent piece of inspiration — to keep hacking away at the dead wood — that I try and hunt down on a daily basis. I’m really glad Gavin tweeted about your post.

What are your thoughts on the benefits or otherwise of
a) “running [away] like hell” (in the context of Marty Neumeier’s “Zag”)
b) “charging through” (like Napster did); and
c) “running around them” (MySpace vs facebook)?

Cheers

Andy
on February 4, 2009 at 02:32 | Reply Olivier Blanchard

Marigo, I might have to turn your comment into a follow-up post. What you just said is brilliant.
on February 4, 2009 at 02:37 | Reply Olivier Blanchard

Andy,

I guess it’s a matter of personal preference. I have always gone with b and c – which is in my nature. (I am not much of a quitter), but the result has been several yeas wasted working for the wrong companies. It also hasn’t been a recipe for advancement. (My raises happen when I leave a company to go work for another. They have rarely happened within a company.)

Now that I am wiser, I can see the value of sticking it out and fighting the good fight, but I also see the price some of us pay for being agents of change: I didn’t get to become CMO of a hot Fortune 500. I didn’t get to be featured in Fast Company. My career has been interesting and unique but not quite as predictable as I would have liked. And I wouldn’t change it for the world.

I don’t know if anyone can truly accomplish anything unless they’re somewhat at odds with the world.
on February 5, 2009 at 18:56 | Reply A Digital Perspective » Mind what you have learned. Save you it can.

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on March 1, 2009 at 06:05 | Reply jame

It’s cool thanks
on December 22, 2010 at 17:22 | Reply Change Needs You, Or It Fails | Strategic Technology

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