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  "notes": "The slide uses a sidebar format to provide a practical example of engaging skeptics during organizational change.",
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      "kind": "callout",
      "text": "NEVER SHUT OUT THE NAYSAYERS",
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      "text": "The naysayers often have good grounds for their skepticism, though. And when they feel that their points of view are disregarded or disrespected, bad situations quickly become worse.",
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      "text": "workforce reduction: 30% to 40%",
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      "text": "It is not uncommon for business leaders to inadvertently ignore or shut down those who voice opposing opinions. The naysayers often have good grounds for their skepticism, though. And when they feel that their points of view are disregarded or disrespected, bad situations quickly become worse. A large commercial and retail bank had embarked on a major change program designed to offer a much better customer experience at far lower cost. The program meant extensive restructuring of back-office activities: a fundamental reorganization, greater use of technology, significant process redesign, site consolidation, and a workforce reduction of 30% to 40%. Most senior executives had been with the bank for decades and were not particularly open to change. And many other employees had been with the bank for most of their working lives. An initial assessment of the change program’s likelihood of success (a review of the duration and phasing of the project, the capability of each initiative team, the overall leadership and local commitment to change, and the additional effort required of staff) helped reveal the extent of stakeholder resistance—and the degree to which it had to be actively managed. The assessment also shone a light on the need for a better-aligned message cascaded from the leadership team. To identify employees whose enthusiasm would be critical to the success of the effort, the top team used an influencer matrix—a simple but powerful prioritization of stakeholders along the two most critical dimensions: the level of their support for the change effort and the degree of their influence in the organization. The matrix helped the team determine whether and to what extent specific employees or groups were supportive or unsupportive. The matrix also guided the team’s hypotheses regarding why certain critical employees might not show support and helped the team",
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      "text": "At the same time, it requires real backbone to deliberately engage the skeptics. (See the sidebar “Never Shut Out the Naysayers.”) The upside, though, is enormous.",
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