The Layers of Resistance - The Buy-In Process According to TOC (Chapter 20 of the Theory of Constraints Handbook)

Efrat Goldratt


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Level of TOC knowledge acquired:

Advanced and Intermediate

Length:

17 pages

Designed for:

Business owners, Consultants, Executives, Implementers, Leaders and Managers

Topics:

Change Management/Buy-In

Application:

Thinking Processes

Language:

English

Format:

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This is an individual chapter of Theory of Constraints Handbook. Chapter Purpose: To provide a deeper understanding of the TOC systematic buy-in process to overcome resistance to change. We often find out that even great solutions do not sell themselves. If we want to get the full collaboration needed for a successful implementation, we better do a good job in buying people in.

The chapter examines the different objections that people raise to a suggested change and views them as layers that should be peeled in an orderly manner. Better understanding of the layers of resistance to change may help us plan how to present changes in a way that promotes consensus, as well as enhance our ability to address objections whenever we encounter them.

Content:

  • The Layers of Resistance to Change
  • Disagreement on the Problem
  • Disagreement on the Solution
  • Disagreement on the Implementation
  • Sense of Ownership: The Key to True Buy-In
  • Bottom Line

Comprehensive coverage of the Theory of Constraints 

Complete Table of contents of the Theory of Constraints Handbook

About the Authors:

James F. Cox III, Ph.D, CFPIM, CIRM, holds TOCICO certifications in all disciplines. He is a Jonah's Jonah, Professor Emeritus, and was the Robert O. Arnold Professor of Business in the Terry College of Business at the University of Georgia. Dr. Cox has written three books on TOC.

John Schleier holds TOCICO certifications in all disciplines. He was President and Chief Operating Officer of the Mortgage Services Division of Alltel, Inc., Executive Vice President of Computer Power, Inc., and Director of Office Systems and Data Delivery for IBM.

 

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