Resistance, stakeholder

Reasons for Resistance or Support Document why you believe the stakeholder is opposed to or in support of the project. If you re not sure why the person leans one way or the other, ask them. 

Rieger has high power in the organization but less influence over the innovation deployment than most other stakeholders (Exhibit 8.2). Thus, any resistance on her part will be less consequential than those who have more control over the deployment. 

Now that you know whose support you must gain, there are several approaches you can use (see the list that follows) to convert the most powerful and influential naysayers into advocates. The approach you take to move each stakeholder in the right direction will be based on many factors, including the reasons that spawned the resistance in the first place. 

Participation and Involvement If you have stakeholders with considerable power to resist, find ways for them to participate early and throughout the project. This gives them the opportunity to influence the project proactively instead of reactively. In our example, the very resistant vice president of research and development should definitely be involved early and remain a key player in the innovation deployment. 

At present, it seems that Europe has taken the lead in the fight against antimicrobial drug resistance. At the Fourth European Conference on Antibiotic Resistance, organized by the European Commission and held in Rome in November 2003, it was strongly emphasized that only a multidisciplinary approach, involving all stakeholders—physicians, researchers, industry, politicians. 

Occasionally the carefully derived conclusions we draw from our safety analysis can be unpalatable to our peers, employers or customers and reqnire a course of action which is costly or time consuming. From a personal perspective this can present a conflict when we are also faced with managing our careers, reputation and professional standing. It is human nature that sometimes it is easier to take the path of least resistance and derive conclusions which prove popular with stakeholders rather than challenge estabhshed wisdom. 

Share your outline with friends, team members, or clients/owners/customers/ stakeholders. Give them and their subconscious minds time to work on the outline. Use their input to refine the outline. Resist being prematurely bound by the outline. It s just words on paper, that is, freely delete, insert, and rearrange. 

There are many reasons why existing structures may have insufficient capacity to resist the expected seismic events, or their performance may be considered as unsatisfactory by designers and stakeholders. Examples include (but are not limited to) ... 

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