As any parent knows, as soon as a child starts to develop a sense of identity, they start to assert their boundaries and free will by saying No. Human nature being what it is, we have an innate hardwired resistance to change and to being told what to do, that starts as children and generally lingers from thereon. In the workplace getting others to do what is wanted of them, and getting them to engage, care and want it, is known as ‘achieving buy-in.’ It is the classic and everyday challenge faced by leadership and management trying to get staff to do stuff, and at its worst it feels like coercion. Attempts to lead organisational change are often met with cultural inertia…