Previously, we have only addressed engaging influencers assumed to be more positively disposed toward a change. In this segment, we will discuss potentially negative influencers and strategies for gaining their alignment.

Negative influencers, such as gatekeepers, fence-sitters, and open challengers, can significantly impact change initiatives. While they present challenges, identifying and strategically engaging these individuals can help mitigate negative behaviors and even turn them into allies. Here’s how to identify and leverage these types effectively.

Gatekeepers

Gatekeepers tend to be centrally located (connectors) with many links to others. Because of their position, they can control access to critical information or resources, often creating bottlenecks or obstructing collaboration. They also have a tendency to control discussions during meetings or even hold back critical information.

The key to engaging gatekeepers is understanding how their perceptions are misaligned with change goals. In some cases, it may be necessary to provide incentives or recognition for cooperation, reframing their role as enablers of collaboration rather than blockers. It may also be beneficial (even essential) to engage the assistance of key sponsors in this reframing. Involving them in decision-making processes can also serve to reduce their defensive stance.

Fence-Sitters

Fence-sitters are individuals who remain non-committal or neutral, sometimes to avoid later repercussions if things go south. More often, however, they may simply not be certain that the change represents the best course forward for the organization. Fence-sitters will often demonstrate low engagement or reluctance to participate in change discussions. On the sociogram, they may show average connectivity without clear alignment to any specific cluster.

To engage them, start by providing tailored information addressing their specific concerns or uncertainties. Assign them low-risk roles in the change process to build their confidence and sense of involvement. You can also pair them with more enthusiastic influencers to nudge them toward positive engagement.

It has been argued that fence-sitters are where you get the most bang for your change management buck. There is little point in spending too much time with the already committed, and challengers will require substantially more time and effort to move to positive. The fence-sitter can more easily and productively be nudged into a positive stance.

Challengers

Challengers vocally oppose the change, questioning its validity or the authority of those leading it. They tend to openly direct their opposition during meetings or communications. On the sociogram, they usually show high connectivity within a resistant sub-group. One way to verify their status is to monitor feedback channels to detect patterns of dissent.

Engaging challengers will be an uphill battle but is, nonetheless, important. Meet with them privately to understand the root causes of their resistance and address any misconceptions. Use their input to improve your overall change strategy, making them feel heard and valued. You can even highlight their expertise or role as a “devil’s advocate” while subtly integrating them into the change architecture.

Negative influencers can often be repositioned as valuable contributors if their concerns and motivations are addressed transparently. Change agents should foster mutual respect by acknowledging their influence and concerns. Use rapport building to develop trust and show that their input is valued. In the end, their scrutiny can be invaluable in strengthening the change process. Strategic engagement, paired with data-driven insights from ONA, enables change agents to not only neutralize the potential harm from negative influencers but also harness their influence constructively.

Social network analysis is a broad, complex field cultivated through deep expertise in social theory and mathematics. This application has barely scratched the surface. It is intended to be simple and accessible for any change agent. If you wish to learn more about this exciting field, I would recommend starting with Krackhardt, referenced below, and work forward. Please reach out for a listing of additional references.

Sources:

Krackhardt, D. & Hanson, J.R. (1993) “Informal Networks: The Company Behind the Chart” Harvard Business Review, July-August 1993.