Resistance during consultations occurs due to various reasons ranging from consultant ineptness to being a function of the consultee. The major problem of resistance inhibits positive consultations. Sometimes resistance is positive since it gives the consultant the feel about the issue. The positive aspects of resistance are that sometimes it also reflects a problem in the relationship that cannot be blamed on either side in particular. To overcome the resistance during the consultation, as a consultant, I would apply a social psychological principle that is consistent with the cognitive-behavioral theory regardless of who is right and who is at fault: The conflict resolution theory and the psychological reactance theory.
The conflict resolution theory occurs when both parties act in a cooperative manner in which the conflict is likely to be overcome. With there being less probability of solving a problem by competing against each other, the consultant promotes a cooperative interchange with both parties, assuming that some positive outcome will occur when the two parties interact. A cooperative relationship enhances trust and openness in communication, thus making the conversation easy.
As a consultant, I can also apply the psychological reactance theory whenever the client feels that one of his behaviors is either threatened or eliminated. The positive aspect of the psychological reactance is the fact that it is a motivational condition that simply seeks to maintain or restore the threatened free behavior. With the reaction of individuals depending on many factors, as a consultant, I would improvise ways of minimizing and suppressing the reaction. By maintaining collaborative joint decision making, the likelihood of reactance reaction is reduced, hence the importance of maintaining the collaborative nature of the consultation process.