There is a third reason to bring in an expert. In their resistance, the Laggard can demonstrate that assistance is of no use. Ironically, resistance can be used by the physician leader to bring about change. We can use the analogy of the function served by trim tabs on a boat. These devices (located on the rudder of the boat) actually move in the opposite direction to the rudder. This brings about more effective planning (resulting in greater stability and control of speed).
In proving that any assistance is of no use, the Laggard suddenly reasserts their independence. They become active (once again) and will produce some interesting ideas (based on their past history with innovations). They might not only increase the diversity of change strategies being produced in their organization but also bring about the active involvement of other Laggards. Suddenly, those who stay at home begin their own innovative journey in rebuilding their own community of “innovative resistance”.
Appreciative Leadership
In short, physician leaders can help Laggards by being thoughtful and appreciative. There are difficult (but sometimes very gratifying) challenges inherent in working with the highly resistant Laggards. First, a leader can be appreciative. They can help to identify (or reinforce) the contributions made by this Laggard in the past (given that the Laggard was often an innovator in his former life). Second, a physician leader can engage in reframing the information, intentions, and ideas presented by the Laggard. Information can be reframed through the reinterpretation of the current issues facing the organization (and comparing these issues/conditions to those in the past when the Laggard was an active innovator). “What can we learn from the past?” Reframing of intentions occurs when a physician leader encourages their Laggard to identify and clarify the broad goals, vision, and values of the organization on which the Laggard and the leader can agree. Finally, the reframing of ideas occurs when the leader can provide an appreciative perspective regarding the insights and actions the Laggard is offering. “Which of the ideas from the past are still relevant?” “What are appropriate actions to take given the objections you have made to the new procedure or program? How do we make things better?”
Third, the leader can ask the tough questions: (1) “Why are you still working in this setting?” (2) “Where might you be more fully appreciated?” (3) “How do you help to create conditions in which your background, talents, skills, knowledge are more fully aligned with what an organization needs and appreciates?” Without becoming a therapist, the physician leader can help the Laggard grieve for lost opportunities, lost battles, and lost recognition and appreciation. The appreciative leader can also help to empower the Laggard. She can help her colleague (as in the case of the Late Majority member) move away from a sense of helplessness to one of hopefulness. This is a crucial movement from an external locus of control (“I am a victim and can do nothing about it other than grin-and-bear it”) to an internal locus of control (“I can do something about this and don’t need to stay in the current, destructive circumstance”). In this process of empowerment, the physician leader is not only appreciative but also coach-like in her work with a Laggard colleague.
