Stop using resistance to change as a lazy excuse
What makes people not change when you, their manager, so clearly and eloquently ask them to? Why are they so inherently resistant to change?
I don't commonly use the phrase "resistance to change." It falsely implies that change is always a good thing. That people are obliged to "change" every time management says so. And that if they don't, it’s because they suffer from the inherent characteristic "resistance to change" that some people carry.
Traditional change management methods suggest two main tactics to cure resistance to change: convincing and education. They don’t use those exact words. They talk about creating “a sense of urgency, ”a shared vision,” or “a desire for change,” and providing “knowledge and ability” or “training and resources.” But in short, it’s all about helping people understand the change, believe it is crucial, and thus realize that change must happen now!
But here's a tough pill to swallow: if changing is not in a person's interest, resisting change is a highly rational thing to do. And if you want someone to change behaviors—from something that has been working for them to something new and unproven—the burden of proof is yours! The problem is not that they are resistant to change, it’s that the change is not doing the trick for them!
Read this article to learn the most likely reasons your change initiative is failing.
Vadim Feldman
Founder and Management Consultant
