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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

Why the Majority Doesn’t Matter

Most change fails not from resistance, but from weak coalition design. Even if you negotiate well, you can still fail for a boring reason: You built the wrong coalition. This week we step into the third act of this series: modernize without backlash. Most leaders walk into an MSME thinking change is a vote. If most people agree, you win. That’s corporate thinking. In legacy Indian SMEs, the majority is usually passive. The people who matter are the ones who can stop the flow.   Which Seat...

Why the Majority Doesn’t Matter

Most change fails not from resistance, but from weak coalition design. Even if you negotiate well, you can still fail for a boring reason: You built the wrong coalition. This week we step into the third act of this series: modernize without backlash. Most leaders walk into an MSME thinking change is a vote. If most people agree, you win. That’s corporate thinking. In legacy Indian SMEs, the majority is usually passive. The people who matter are the ones who can stop the flow.   Which Seat Inherited seat: you may have authority, but you still need backing beyond the family name. Hired seat: you may have ideas, but you don’t have a home team yet. Promoted seat: you may have relationships, but you don’t automatically have permission.   In cricket, you don’t win because you have 11 batsmen. You win because the field is set right for the plan. A bowler can be doing everything right and still leak runs if the field leaves gaps. Singles become boundaries. The team blames the bowler. But the real issue was field setting. That’s how change fails in MSMEs.   Veto Players A small blocking group can stall you even if everyone nods in meetings. They don’t argue. They sit at gates: - Money release - Purchase approvals - Dispatch control - Owner access They can delay, create exceptions, raise “data doubts,” or ask for “one more confirmation.” And then they do the most effective thing of all: quietly wait for your energy to fade.   Own Work In one assignment, I thought I had the room. People smiled, agreed, even said, “Very good”. Two weeks later, nothing had moved. Two gatekeepers kept adding small speed-breakers. Every objection sounded reasonable. Over a month, the pilot died … no drama, just suffocation. That’s when I learned: in MSMEs, you’re rarely battling resistance. You’re battling veto power.   Coalition Math Political scientist William Riker had a simple idea: you don’t need everyone, you need a coalition that’s just big enough to win and hold. In a company, that means: enough of the right people so the new way becomes unavoidable. And people don’t jump alone. Most switch only when they see others switching because nobody wants to be the first person who looks foolish. So, your job is not “get buy-in from 50 people”. Your job is: 1. Build a small winning coalition 2. Neutralise the blocking coalition 3. Make it visible so the passive majority follows Politics Drama Name the gates Write the 3–5 gates your change must pass through (money, approvals, dispatch, data). Then write who controls them in real life. Pick your first five supporters Not supporters in principle. People who will act. Five is enough to cover gates without becoming a crowd. Pay the coalition cost upfront Each supporter needs one thing to stay aligned: respect, safety, credit, clarity, control of exceptions. Ignore this, and support disappears the first time pressure comes. Neutralize blockers calmly You have three moves: Convert: give them a dignified role and protect the interest they fear losing. Bypass: redesign the workflow so their veto reduces. Contain: limit their veto to exceptions, not the main flow. What you should not do is start a public fight too early. That creates camps. Camps create long wars. Wars kill modernization.   Field Test Name your first five supporters for your next change. Against each name, write ONE concession they need to stay aligned. Example: “You chair the weekly ritual.” “Pilot data won’t be used for appraisal.” “You control exceptions, but exceptions must be logged.” “Your method becomes the base standard.” “Your role is made explicit.” If you can’t name five, you don’t have a coalition yet. You have a hope.   In MSMEs, the majority is tired, busy, and risk-sensitive. They won’t lead your change. They will join it when it feels safe and inevitable. So, stop trying to convince everyone. Set the field properly. Build alignment with five. Neutralise the two who can block.   (The writer is a co-founder at PPS Consulting. He is a business transformation consultant. He could be reached at rahul@ppsconsulting.biz.)

HARC’s Mission to Empower the Marginalised

In a society where vulnerable communities often struggle for dignity and opportunity, certain organisations stand out for their selfless dedication. The Homeopathic Academy of Research and Charities (HARC), based in Parbhani, is one such institution that has been consistently working to uplift the underprivileged, orphaned, and HIV-affected sections of society. Under the leadership of Dr Pawan Satyanarayan Chandak and Dr Asha Pawan Chandak, the organisation has carved a niche in the fields of healthcare, education, women’s empowerment, and social rehabilitation.


HARC’s journey began with providing free homeopathic treatment to HIV-positive patients. Over time, its work expanded to include rehabilitation of HIV-affected individuals, health awareness campaigns, and counselling initiatives aimed at reducing stigma and improving quality of life.


To promote health awareness among adolescent girls in rural areas, HARC launched the ‘P for Periods’ initiative. Under this programme, more than 260 menstrual hygiene workshops have been conducted across rural schools in Nanded, Parbhani, Hingoli, Latur, Jalna, and Washim districts. The initiative has reached over 32,000 girls through counselling and distributed more than 13,000 sanitary pads free of cost.


With a belief that education is the key to transformation, HARC introduced an educational sponsorship programme. Since 2010, the organisation has supported the education of over 5,000 orphaned, underprivileged, and single-parent children.


Additionally, educational kits have been distributed to 344 orphaned and single-parent girls in Parbhani, Hingoli, and Jalna districts. Students from Kasturba Gandhi Balika Vidyalayas have been provided with NEET and JEE preparatory books and exam fees for some have also been covered. The organisation has also established study centres and free libraries for underprivileged girls.


Notable Contributions

HARC has made notable contributions to the Sevalaya, an NGO for HIV-affected children run by ‘Amhi Sevak Sanstha’ in Hasegaon, Latur district, which focuses on the rehabilitation of HIV-affected and orphaned children. The organisation has extended continuous support for education, medical care, shelter, and daily needs.


To nurture talent, cultural activities such as music, dance, and performances have been organised. Vocational support, including sewing machines, has been provided, along with initiatives like exhibitions and sales of handmade rakhis and Ganesh idols. Even the sale of saffron mangoes cultivated through the children’s efforts has been facilitated, encouraging self-reliance. HARC has also helped solemnise marriages of three HIV-affected couples, offering them essential support to begin a new life.


Recognising that empowerment is closely tied to financial independence, HARC has implemented livelihood programmes for destitute, widowed, and HIV-affected women. Over the past few years, more than 80 women have been supported with sewing machines, dal processing units, flour mills, goat-rearing units, and mobile Bentex jewellery shops. These initiatives have enabled many women to become self-reliant and support their families.



To cultivate a reading habit among rural students, HARC has distributed ‘Anandi Vachan Peti’ (joyful reading kits) to 191 Zilla Parishad schools across Maharashtra. Through the campaign ‘Say No to Mobile, Say Yes to Books,’ 337 young readers from six districts have been recognised for their reading excellence.


HARC has undertaken several humanitarian initiatives to support the needy. Through the Diwali Donation Festival, festive kits have been distributed to hundreds of single-parent and orphaned families. Warm clothing has been provided to students during winter, while essential groceries have been delivered to destitute widows during Pitru Paksha.


In a remarkable social effort, the organisation has facilitated the marriages of 12 HIV-affected and orphaned couples, providing them with the necessary support to rebuild their lives.


Shelter Home

In 2023, HARC established a shelter home under the ‘Majha Ghar’ run by Manus Pratishthan of Sharad Zare and Sangeeta Zare near Budhoda village of Ausa tehsil in Latur district. Built within just 36 days through community participation, the 4,000 sq. ft. facility now provides safe accommodation, education, and care to 46 orphaned and underprivileged children bringing a new ray of hope into their lives.


HARC’s work has been strengthened by strong community support. The organisation’s official social group, ‘Prakashwata,’ formed in 2014, plays a vital role in raising awareness and mobilising resources. Through social media outreach, many compassionate citizens have joined hands, helping various initiatives succeed through collective participation.


Dr Pawan Chandak, founder of HARC has travelled over 1.11 lakh kilometres on a bicycle to spread awareness on HIV, Beti Bachao Beti Padhao, and reading culture. His campaigns have covered 13 Indian states as well as countries like Scotland, the UK, Germany, and France, reflecting an extraordinary commitment to social causes.


Significantly, most of HARC’s initiatives are driven by public participation and donations. With an annual expenditure of around Rs 12–15 lakh, the organisation continues its impactful work without relying on government grants or CSR funding.


Through its sustained efforts in healthcare, education, and empowerment, HARC stands today as an inspiring example of social responsibility and collective compassion, transforming countless lives and building a more inclusive society.


(The writer is a journalist based in Nanded. Views personal.)

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