Anyone socialised in Austria over the last 30 years has to think back a long way to remember genuine resistance movements. Zwentendorf, the conference centre and Hainburg are certainly highlights in this respect. All issues quickly entered the mainstream (Zwentendorf, Hainburg) or were successfully ignored (Conference Centre). Now they are back: illustrious groups are walking across the Ring and demonstrating against vaccination and NATO, young activists are clinging to the streets of Vienna. Interestingly, resistance to change of all kinds - often quietly, but no less vehemently - is also extremely present in companies. Those who come up with new topics are often met with a wave of rejection. Sometimes very visible, sometimes very hidden in the background. The question that an activist from the "Last Generation" posed very openly in an interview is therefore extremely justified: How do you actually "properly" resist? Here are some thoughts on this:

Rule no.1 - Be specific.

If you don't want A, you should clearly communicate what you want instead. And this must be more than just maintaining the status quo. Even if the status quo is great, the "wind of change" will still grind it down at some point - so you should always think and argue in terms of development.

Rule no.2 - Start with your own contribution.

In most cases, this works best in terms of content and often leads to a good dialogue. The Floriani principle ("set the other house on fire") simply makes no sense.

Rule no. 3 - Enter an open dialogue early on.

Have a tough discussion at the beginning, then find a common picture and then implement it together. This sequence is an (often violated) basic rule for success and happiness in organisations. Hidden and / or too late resistance are often observed, but they cause a lot of trouble and tough trench warfare.

Rule no. 4 - Avoid collateral damage.

The effect of the measures should hit the cause of the resistance as precisely as possible. For this reason, the people who achieve the most in companies are those who also perform during discussion phases. They are heard.

Rule no. 5 - Use good arguments to get influential people on your side.

In this way, you can use allies to get your cause out of the sectarian corner. In leadership theory, there is the principle of the "first follower". Of course, it is important to initiate something in the first place. Even more important, however, are highly visible people who follow it.

Rule no. 6 - Focus on the why and the impact you want to achieve.

You should not stick dogmatically to old measures when new approaches are already emerging. Sounds logical but is often the most difficult thing to do because the fear of losing face is very great. It can often be observed that "resistance groups" like to cement themselves in place and lose sight of their actual goals.

Rule no. 7 - Be persistent. Of course.

Most projects are more of a marathon than a sprint.

Companies (and society) that follow these rules will achieve a lot. Conversely, they are also a guide for all those who are confronted with resistance. These 7 points can be applied 1:1 or only minimally adapted. Incidentally, all those who repeatedly fight for their issues from a manager: inside role can take away some golden wisdom for themselves: Resistance in change processes is (often also) applause: you will be heard. You are taken seriously. And that, after all, is also good news.

About the author: Matthias Prammer is managing partner of the management consultancy "Die Umsetzer" based in Vienna and Munich