FundamentalsofInfluence 19 sourcing. However, i don't buy it. i'm skeptical and give her reasons why i don't think it's a good idea. not only did she fail to influence me, she has created doubt in my mind, and i will be less inclined to agree with her in the future unless she returns with far more compel- ling arguments. But i might also respond to her influence attempt with active or passive resistance. if i actively resist, i might do some research on out- sourcing in this area, compile evidence against the idea, and circulate a report to that effect. my aim is to counter her by trying to influence others against her idea. or i may passively resist by failing to support her, by voicing my skepticism in private meetings with others, and by working harder to ensure that the area she wants to outsource is per- forming well. But an even stronger negative reaction would be for me to rebel by taking up the anti-outsourcing cause, visibly and enthusi- astically opposing outsourcing, building an alliance of managers who oppose the idea, and waving the flag at the executive level to not only resist her idea but crush it. the outcomes shown on both sides of the baseline in figure 1-1 are, in effect, opposites. skepticism is the opposite of compliance,