You may find yourself managing a project and then discover, much to your surprise, that there is opposition to it in some parts of the firm. You are surprised because, after all, your sponsor is a senior figure, the project is clearly useful in your view and you have taken it for granted that everyone else goes along with the objectives and welcomes the work being done. However, since most projects are concerned with introducing change there may be individuals, and even teams, who prefer the status quo. If they have some power and influence they may try to oppose or even sabotage your efforts. If they are skilful politically they may do this covertly and you may be unaware of the dangers until too late. Good project leaders endeavour to anticipate opposition and, with the help of their sponsors, seek to satisfy the concerns of those involved. This means taking time at the start to think about who might oppose the project and why. Sometimes opponents can be reassured through discussions. On other occasions it may be necessary, with the agreement of the sponsor, to negotiate some changes to the objectives that will keep the project on track and take account of the worries and concerns of particular individuals and teams within the firm.