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The Top 50 Management Dilemmas by Roger Delves, Sona Sherratt

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Covert resistance to change

As tricky as it can be for managers to tempt individuals to accept and embrace change, it is far more difficult if there is an individual who says they are on board but is secretly undermining your change efforts. If you suspect that an individual in the team, while not openly opposing the change to you, is presenting a negative interpretation to colleagues, you may have good cause for concern. The individual may sway opinion and generate some support, causing the change initiative to wobble or even to fall over entirely.

First, think:

  • What makes you feel you are being covertly opposed? What has aroused your suspicion?
  • Is this person’s behaviour typical in the face of change? Does this change have a particular ...

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