AXELOS ProPath, the world's most powerful project, programme and portfolio best practice certifications

Creating buy-in to develop innovation

Roger La Salle
August 1, 2012

The CEO of a large company once said to me, believe it or not: “I am in the position of least power to change this organisation. If people will not change I am unable to make them, the organisation is simply too large for me to do their jobs in a different way. I must rely on my people.” How true! But do we realise it?

Anybody in a medium- to large-sized organisation will have encountered a situation where an individual or a group with some influence on business decisions or direction expresses doubt or even rejects outright the notion of a new approach or change to a particular issue being discussed. We call this resistance to a change proposition ‘push-back’ and it is unfortunately all too common in many organisations. With this in mind, how can we best implement innovation or value adding changes to our businesses?

The benefits and challenges of push-back

Push-back has its place and can be used as a valuable catalyst for creating open, full and frank discussion in meetings. The last thing one wants in a meeting aimed at exploring new horizons is for all to agree with no dissenting views and thus no discussion. Seldom are new initiatives enacted without some pain to somebody, consequently the expression of alternative views should be welcomed.

Surrounding yourself with yes-men is the ploy of weak and insecure managers that are afraid to be challenged and, moreover, do all they can to discredit dissenters.

Unfortunately in many organisations there are people that simply object to everything and resist change at every turn, though such people are to some extend a dying breed. Having said that, some jobs in particular are prone to employ ‘status quo steady as she goes’ individuals. These people tend to be in the fields of engineering, quality, standards and production where change means risk and risk means exposure to failure. Such a mindset is quite understandable, but such thinkers still need to be able to explore and embrace change.

These days things are changing somewhat with younger people very quick to accept new ways and new technologies, courtesy of the IT world and a life of constant change.

Dealing with change

Suppose a new opportunity for a product is presented to the production department and they simply reject it out of hand. “No we cannot do that, it won’t work,” is the message delivered back to the boss.

The production people have stated their position and to get a different answer will now essentially require a back down and admission that they were wrong! Nobody likes to be wrong, so what now? What can the boss do to change that message? Little, I would suggest. The more pressure the boss applies to get a different answer the more push-back is received. Further if the boss insists it can and will be done, you can be sure the production people will work very hard to show it can’t be done. Like it or not, this is life and human nature.

Without doubt, the most effective way to bring about change and acceptance of a better way is to have the negative thinkers involved in the development of the new idea. Run a session or meeting and lead the naysayers to the font of discovery and have them inspire the new thinking. People generally love their own ideas.

An alternative approach is to ask somebody for their advice. People love to give advice, this makes them feel in control, feel well respected and perhaps admired. Ask somebody for their advice and you will immediately have them on side.

The realisation that the boss really has little power to make change comes as a surprise to most, but is a fact. To inspire change and get buy in you need to embrace those that will drive the change in developing the change initiative. The secret to mitigating push-back is to get them involved in the new thinking development.

Roger La Salle
Roger La Salle is the creator of the Matrix Thinking technique. He specialises in innovation, opportunity and business development, and speaks at international events on those topics. He is the author of four books, director and former CEO of the Innovation Centre of Victoria (INNOVIC) as well as a number of companies both in Australian and overseas.
Read more