Encyclopedia of Leadership

1. Initially, treat the other people’s comments in good faith and respond accordingly. For
   example, if they ask for more information, provide it. If they ask for more information
   a second time, once again, provide it.


2. After having given two good-faith responses,
   at the third request, you should respond dif-
   ferently. Now it’s time to recognize and name
   the resistance.


3. Name what you think is the resistance in a
   way that invites the other people to be open
   with you, without forcing or threatening.
   (Pushing too hard at this point will only drive
   their indirect resistance further underground.) For example, you might ask something
   like, “Pat, each time you’ve asked for more information, I’ve provided it, and you still
   seem to need more. Is there something else that’s troubling you?”


4. Having asked this question, now be quiet. Give the other person time to reflect. He or
   she will need a few moments to prepare a response. At this point, the other person may
   be willing to discuss real concerns. You’ve done all that you can, and now it’s the other
   person’s choice.

HOW TO USE THIS LEADERSHIP TOOL

“Resistance is a predictable, natural, emotional reaction against the process of being helped and against the pro-

cess of having to face up to difficult organizational problems. ...It is not a reflection of the conversation [you]

are having ...on an objective, logical, or rational level.”

—Peter Block, FLAWLESS CONSULTING

Although not a guarantee, the “two good-faith responses technique” is a powerful approach to

opening up direct communication. More often than not, it helps to surface indirect resistance.

Used sincerely, this technique can reduce hidden agendas and help people deal more directly

and honestly with each other.

Each situation is unique. In some situations, you might want to give three or even four

good-faith responses; in others, only one such response might be appropriate. Think of a situ-

ation in which you might be experiencing indirect resistance—you are getting the runaround,

or feeling put off. Use the workspace here to plan how you might use the “two good-faith

responses technique” to surface indirect resistance and to help the people concerned to

become more direct in their dealings with you.

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164 SECTION 5 TOOLS FORLEADINGCHANGE

Describe the form that this individual’s indirect resistance is taking (e.g., asking for more information, saying “It’s not in

the budget,” etc.).

water line direct resistance

indirect resistance

iceberg