Each person in the project team brings something valuable. Even when you think that can't possibly be so because of disruptive, awkward, and, in some cases, saboteur like behaviour; take a moment to think about what you are learning.
One project I worked on had a senior manager in the organisation who actually went out of his way to delay the project, not allocate critical resources from his team at key points, and eventually put people on the project who were incapable of carrying out the tasks, as well as spending hours looking for legal and regulatory reasons to delay the implementation.
When the project team reflected on his behaviour we could see that we had concrete examples of how to say "no"and resist change in many different ways. Overcoming these obstacles made us more competent in managing change and also spotting warning signs early on.
Negative behaviour can in fact lead to positive outcomes!
Chapter 10 - About Change Management
Change happens one person at a time. Everyone's motivations to accept or resist the progress of a project is personal. The theory and fundamentals explore how Change Management can support people. Download Chapter 10 and learn the key fundamentals to avoid resistance.