Directly or overtly, always fight change. Most new processes have the anticipation of showing improvement in the first few weeks or more, so this is the critical period. Assuming that you have been putting up roadblocks as the implementation plans were being made, the new process may be struggling to achieve success. This is your opportunity. At every sign of weakness, or better yet failure, work to build consensus that the old way of doing things was better, and that the new process should be put on hold until the “kinks” can be worked out of the new process. It will take a lot of management support to endure a prolonged period of failure, so seize the opportunity when it presents itself.