Adlt 610 Class 6 Fall 2007 Understanding And Dealing With Resistance

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Adlt 610 Class 6 Fall 2007 Understanding And Dealing With Resistance

  1. 1. Understanding and Dealing with Resistance The most important skill in consulting flawlessly Class 7 –ADLT 610 Fall 2009
  2. 2. Agenda for tonight <ul><li>Check in on consulting project status </li></ul><ul><li>Part II – When Consultants and Clients Clash / Voice Threads </li></ul><ul><li>http://voicethread.com/share/650470/ </li></ul><ul><li>Topic Presentation, Ike and Suzanne: Dealing with Resistance in Consulting </li></ul>
  3. 3. What is resistance? Can you think of a time when you experienced resistance when acting in an advising or consulting role?
  4. 4. Resistance is ... <ul><li>An emotional reaction </li></ul><ul><li>A natural and predictable response to dealing with a difficult reality </li></ul><ul><li>A sign that the consultant is “on target” </li></ul><ul><li>A necessary part of the client’s learning process </li></ul>
  5. 5. What does resistance look like when you see it?
  6. 6. The Many Faces of Resistance <ul><li>Give me more detail </li></ul><ul><li>Flood you with detail </li></ul><ul><li>Time </li></ul><ul><li>Impracticality </li></ul><ul><li>“ I’m not surprised” </li></ul><ul><li>Attack </li></ul><ul><li>Confusion </li></ul><ul><li>Silence </li></ul><ul><li>Intellectualizing </li></ul><ul><li>Moralizing </li></ul><ul><li>Compliance </li></ul><ul><li>Methodology </li></ul><ul><li>Flight into health </li></ul><ul><li>Pressing for solutions </li></ul>
  7. 7. Four skills in dealing with resistance ... <ul><li>Be able to identify resistance </li></ul><ul><li>View resistance as a sign that you are “on target” </li></ul><ul><li>Support the client in expressing resistance directly </li></ul><ul><li>Don’t take it personally </li></ul>
  8. 8. Listen to internal “cues” <ul><li>When you start to get impatient or irritated </li></ul><ul><li>When you get bored, yawn, or feel low energy for the conversation </li></ul><ul><li>When you are confused by the conversation </li></ul><ul><li>When you start to suppress negative feelings </li></ul>
  9. 9. More Cues that Resistance is Taking Place <ul><li>Aggressive Language </li></ul><ul><ul><li>“ Let me explain something to you” </li></ul></ul><ul><ul><li>“ You have to understand that …” </li></ul></ul><ul><ul><li>“ I want to make sure this isn’t an academic exercise …” </li></ul></ul>
  10. 10. More Cues … <ul><li>Repetition </li></ul><ul><ul><li>When a client continues to explain the same idea to you over and over again </li></ul></ul><ul><ul><li>When you answer the client’s question and he or she keeps asking it again and again </li></ul></ul>
  11. 11. So, what do you, as the consultant do, to deal with resistance?
  12. 12. NAME the resistance, then be quiet <ul><li>Name the resistance by making a simple statement of observation </li></ul><ul><li>The key is to use neutral language, not aggressive or indirect statements </li></ul><ul><li>Then say no more and let the client respond </li></ul>
  13. 13. EXAMPLE: The client talks on and on about how busy she is. She can’t be bothered with this discussion. She is spread so thin supervising three departments and has all sorts of crises to manage.
  14. 14. How would you “name” this resistance? <ul><li>The client keeps changing the subject </li></ul><ul><li>The client says nothing to your ideas about how to approach the problem </li></ul>
  15. 15. How would you name this type of resistance? <ul><li>The client attacks your approach, gets angry, and yells, “You don’t understand what I’m dealing with here!” </li></ul><ul><li>During the feedback meeting, the client keeps on asking questions about your methodology </li></ul>
  16. 16. Sometimes you have to identify how you are feeling about the discussion to name the form that resistance is taking.
  17. 17. Identifying how you are feeling…. <ul><li>You must state how you feel about what is taking place. </li></ul><ul><li>Then, be silent and let the client respond. </li></ul><ul><li>Your best efforts to be authentic will usually result in a more authentic response from the client. </li></ul>
  18. 18. Two Major Concerns of Clients <ul><li>Control </li></ul><ul><ul><li>You must provide assure them of your support throughout the process. </li></ul></ul><ul><li>Vulnerability </li></ul><ul><ul><li>You must assure her that improving the problem is an act of courage not weakness. </li></ul></ul>
  19. 19. It is ALWAYS necessary to ask clients (managers) directly about their concerns about control and vulnerability. Only then will you be in a position to help by consulting flawlessly.
  20. 20. <ul><li>Pure inquiry – very neutral, client controls content and process </li></ul><ul><li>Exploratory inquiry – consultant begins to manage the process of analyzing, elaborating content, but offers no content ideas, suggestions, options,… </li></ul><ul><li>Confrontive inquiry – Consultant shares ideas and reactions about the process and content </li></ul>Types of Inquiry - Schein
  21. 21. Schein’s Basic Principles, 1- 5 <ul><li>1. Always try to be helpful </li></ul><ul><li>2. Always stay in touch with current reality </li></ul><ul><li>3. Access your ignorance </li></ul><ul><li>4. Everything you do is an intervention </li></ul><ul><li>5. It is the client who owns the problem and the solution </li></ul>
  22. 22. Schein’s Basic Principles, 6-10 <ul><li>6. Go with the flow </li></ul><ul><li>7. Timing is crucial </li></ul><ul><li>8. Be constructively opportunistic with confrontive interventions </li></ul><ul><li>9. Everything is data; Errors will always occur and are the prime source for learning </li></ul><ul><li>10. When in doubt, share the problem </li></ul>

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