The group confronts a foreign element that requires a response. Often imported by a small minority seeking change, this element brings the members whose opinions count the most face to face with a crucial issue. A foreign element threatens the stability of familiar power structures. Most members resist by denying its validity, avoiding the issue, or blaming someone for causing the problem. These blocking tactics are accompanied by unconscious physical responses, such as shallow breathing and closed posture.
Resistance clogs awareness and conceals the desires highlighted by the foreign element.
For example, a powerful minority within the marketing department of a tool manufacturer engages a consultant to do a market survey. Middle and upper management vehemently deny the findings and dispute the validity of the survey methods. But after a series of frank discussions with key clients, upper management accepts the findings. They develop a vision for propelling the company into a position as the industry leader in product quality and support. Members in this stage need help opening up, becoming aware, and overcoming the reaction to deny, avoid or blame.