In every organization, there are individuals who function as the guardians of the status quo. They resist change and innovation at every turn. These institutionalized operatives are often found embedded within various layers of hierarchies. They play a pivotal role in maintaining a perceived stability. And the friction they create hinders progress and adaptation.
One common phrase heard from these defenders is, "Let me get back to you on that." This delay tactic allows them to buy time. It creates a buffer against immediate decisions that might challenge established norms. "Let's take that offline" also serves as a redirection. It pushes discussions away from the spotlight and into settings of reduced influence. It minimizes the chances of new ideas gaining traction.
The defenders are also adept at downplaying the significance of novel concepts. Cries of "That's not a priority" or "We've never done that before" are common. These statements are aggressive and attempt to discourage the pursuit of innovative solutions. This type of resistance is not always overt. It can be veiled by benign statements that convey a lack of urgency or feasibility.
Moreover, the defenders often cite external factors as barriers to change. Phrases like "I'm not sure that's in the cards" or "X isn't going to let us do that" shift the blame to external entities. This seeks to create an illusion of insurmountable obstacles. By externalizing responsibility, these operatives deflect accountability for resisting change within the organization.
Understanding the modus operandi of status quo defenders is crucial for adaptive leaders. Recognizing indicators of resistance can help leaders navigate complexity with reduced friction. Adaptive leaders must look to isolate and reduce the extra friction caused by status quo defenders.
The reality is that status quo defenders exist in every organization. Their perception of comfort and imagined stability can be an impediment to progress. Their attempts to delay, redirect, and downplay competitive threats can derail potential success. Adaptive leaders need to be on guard for them. The nature of VUCA demands that leaders choose innovation versus staunch defense of the status quo.
This is great Mark. Important to keep this in perspective when facing obstructions. In my experience I have also encountered "defenders" standing behind culture/tradition as reasons to block or delay the exploration of innovative ideas.
This was a recurrent theme during my years as a consultant. I came to see this as a question of change tolerance. Fifteen years ago I created this chart as away to talk about this.