The following skills are of importance in acquisition and advice:

• Giving attention, tuning in
• To listen, summarize and ask for clarification

In a conversation we can discern two separate levels: the level where content is exchanged and the relationship level. The content concerns the objective quality of your advice. The relationship also determines whether the advice will actually be accepted (subjective)¹. The advised one has to have the idea that he is in good hands and that he can trust you with his concerns and questions.

Ideally, you hold a conversation with people who are already convinced of the added value of your services. But even benevolence, resistance can be lurking. To be prepared, below some guidance is given to recognize resistance and bend it to a more productive form. 

Resistance

Resistance is the indirect expression of worries. Once worries are distinct, it is no longer labelled resistance. Given the real worries you can identify possible solutions. Maybe the barriers to be taken are too high but at least you know what you are up against. As long as underlying issues remain covered it is hard to find real solutions. You can then waste a lot of precious time with finding a really fine solution to the wrong problem.

Resistance can manifest itself in numerous ways. Below some examples are given²:

• I don't have enough information yet
  No matter how much information you give, it is never enough. Even though you have tried to explain in several ways, your customer doesn't seem to get the point. At such a moment it is of importance to counter the burden of explaining yourself. You might ask: "What concerns do you still have?"
  
  
• I don't have time
  Your client is willing, but indicates that he simply lacks time. This sounds as a logical argument. And who are you to decide whether someone can spare time? Still, underneath the statement "I don't have time" assumptions may be present. If you can make these assumptions visible you might just get the conversation going again. You might say: "You are afraid that carefully storing your research data will come to the expense of doing research?"
  
  
• It can't be done
  Your client keeps on emphasizing that your advice is simply unachievable. You might ask: "What would you encounter when the advice would in fact be executed?
  
  
• I totally agree with you
  A silent client nodding and humming now and then. A client who totally agrees. Seems ideal, right? Ofcourse you may have hit the jackpot but be aware that your conversation does not end with mere concensus. Is your client ready and prepared to take corresponding actions? How will you shape your consensus into concrete results?
  
  
• I'm doing just fine
  Your client doesn't have any questions or problems. This is totally possible, ofcourse. It is also possible that your client doesn't want to face the challenges lying ahead of him of that he doesn't know where to start. You might ask: "So you think that .... will not benefit you at all?"
  
  

Certain behaviour leads to certain behaviour. This happens completely automatically. But automatic behaviour isn't always effective behaviour. On the contrary. As a rule you could say that resistance is in play when a conversation keeps on repeating itself. You can give any arguments you like (content) but it will not get you any further. The customer doesn't feel like he is been taken seriously if you keep on repeating your point. Resistance will only grow. At such a moment it is time to follow the next three steps:¹

1. Step out
   you might say: "Our conversation seems to repeat itself. I notice that my arguments can not convince you. Am I right?"
2. Acknowledge resistance
   An example: it is quite understandable that a researcher/research group isn't going to cheer if extra work has to be done of which the profit and use remains to be seen. If you show you understand, you are taking your client's point of view
3. Ask for clarification
   Listen, summarize and make sure you truly understand your client's motives
   
   

Your main "weapon" in the fight against resistance is not taking resistance personally, whatever form it may take. The conversation you are holding is in fact about the fate of research data and not about you. Behind every NO is a YES. A YES to undisturbed research, for example. If you can find the YES, you can take your client's point of view. It will help you performing your conversation efficiently and effectively.  

<sup>1. Nathans, H. (2011). Adviseren als tweede beroep (3rd edition), Kluwer
2. Block, P. (2010). Feilloos adviseren (3rd edition). Academic Service</sup>