Facing Opposition

Facing Opposition

Change Article 6

Rugby may not be the most artistic if games, but by playing the game, one comes to learn the powerful principle of opposition. In rugby as in life, there is no other way to your goals except through the opposition. If you are having trouble identifying your opposition, just take the initiative (with the ball) and you will get all the attention you want. On the other hand, if what you are doing is not drawing opposition then you are not moving towards any goal. There is never such a good idea as not to inspire the opposition.

 

Managing organization change adds another ironic twist to the concept of opposition. As the manager responsible for change, you will often find yourself working counter to the very people you wish to assist. Your worst shock will be to find that among the "opposition" is part of what you consider to be "your team". In negotiating change, we need to keep the opposition in check if we are to persist in forging towards goals.

 

First as change managers we need to be clear about what we want to achieve. Our goals should be more than just statements of intent, but rather programmed, work schedules and initiatives that set us on the path to our goals. Personal application cannot be sustained by desire and rhetoric it must be tangible if it is ever to yield results. Your opposition is not impressed by your glossy plans; it is threatened by your initiative because that begets progress. These visible initiatives stimulate enzymes and provide catalysts for change. Action and initiatives provide assurances and indicators of progress and success. To stay ahead of the opposition take the initiative.

 

Outside of yourself you will need to define clear roles for the other change players in the team in order to harmonize and coordinate progress. If not your team member, unaware of his or her corporate role, may take action in good faith that may negate the spirit of the change initiative. "Team spirit" is vital and in the face of the mightiest opposition, has been known to produce legendary victory. However, you need to be careful not to over structure team roles to the point of the rigidity that eliminates the necessary flexibility that gives the team the power to deal with change.

 

Third, for those who are under your authority, with whom you need to work with, but who do not subscribe to your goals nor are they willing to play a team role, don't try to force your ends. Just give them specific targets and ask them to come back with results for which you will hold them accountable. If they don't come back with the pre-stated results, you have a case to review their team membership. If they do come back with the desired results, they will unwittingly contribute to moving the whole team forward and breaking down the opposition. Who knows they might eventually want to "join" the team.

 

Finally study the opposition. You actually need some opposition. It would be unwise to get rid of it completely. Use the opposition principle; "So long as you maintain the initiative you are winning, should you loose the initiative you are in the opposition". The opposition always lags behind initiative, so keep the advantage.

 

On the pitch, design as many clever schemes as you can to distract, dislodge or overlap the opposition, but the basic plan should not change. Get the goal posts firmly lined up in front of you, hold the ball tight (so as not to loose the initiative) put your head down, and run with all your might towards the goal.

 

Allan Bukusi, 2003