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We are often asked to do this with clients around the world, especially USA
managers who are assigned to other countries and/or for managers who have a
very diverse workgroup of direct reports and/or colleagues.

My first suggestion is to identify exactly what it is that people are
resisting? Can you then classify these as people issues, process issues,
technical or equipment issues, etc? Asking questions 1:1 or in small groups
is
one approach, a second is to use 360 feedback (which is what we use with
clients). If a generic survey will identify the issues, use it. If not, you
may need to create a specific one for that organization. The point of the
multi-rater aspect is to (1) quantify the issues and (2) identify both from
whom these issues are critical and to what extent they are critical.
Sometimes issues that appear to be "life threatening" are voiced by a rather
vocal small group thereby distorting the magnitude or the perception of the
problem.

Your email did not identify specific issues of resistance, so I hope this
helps a bit and allows you to move forward.

Regards,

Larry Cipolla, Chairman and Director
CCI Assessment Group
The innovative leader in multi-rater 360-degree feedback. Since 1976.

Telephones: 888.cci.4360 (USA and Canada) or 952.944.3738 (International)
Website: www.cci4360.com
Emails: larryc@cci4360.com, info@cci4360.com, cci4360@aol.com

An interesting multi-cultural issue that seems to go ignored is how to help
non-American executives adjust to life in the United States. We Americans
are so concerned (and rightly so) with learning how to do as the Romans do
when abroad, that, with relatively few exceptions, we have neglected the
task of welcoming our non-American born "in-pats" and helping them be
successful on our shores.

I wrote an article on this subject that was published in the May 2000 issue
of Across the Board magazine:
http://www.conference-board.org/atb/article/finneyMay00.htm
if you are interested in exploring this line of inquiry.

Martha Finney
MarthaFinn@aol.com