When stakeholders resist
WHAT HAPPENS WHEN STAKEHOLDERS SUPPORT THE END GOAL BUT REJECT YOUR APPROACH?
BRENDAN SMITH, NORTH HIGHLAND, HOUSTON
THESE HAVE BEEN CHALLENGING TIMES in the oil and
gas industry. The new reality of $50 per barrel oil has required significant internal changes in most industry players to become leaner and meaner. This survival strategy
for a downturn mandates change, and lots of it, for
Most change management efforts are focused on
countering resistance and building advocacy for the end-
state of the change. For instance, we often deal with resis-
tance to new technology, redesigned business process or
new operating models. This is a Type One resistance or
the first kind of resistance firms are likely to experience.
But, what happens when stakeholders are optimistic
about those end-states, but are resistant to the way the
change is being implemented? This Type Two or “second”
kind of resistance happens when stakeholders instead reject your messaging, the implementation approach, or
your sponsor, but still support the end goal change, indicating change management is the problem.
Here are a few examples of this phenomenon and suggestions for how leaders in the oil and gas industry (and
change managers in particular) might respond: