"It is easier to
resist at the beginning than at the end."
Leonardo da Vinci
Resistance to Change in
Fear of the
Change implies uncertainty, and uncertainty is uncomfortable. Not
knowing what may potentially happen often leads to heightened
anxiety. Resisting change is one of the anxiety-reducing actions.1
Fear of failure.
The new order may
require skill and abilities that may be beyond our capabilities.
There is resistance to trying a new approach as people know how to
operate in the existing order, but fear they will not be able
to acquire the new skills and behavior that will be required of
Too many people,
especially in a
see change only as a threat, never as an
Disagreement with the need for change.
Associates may feel that the new direction is a wrong direction.
Losing something of value. All
associates want to know how the change will affect them. If people
believe they will wind up losing as a result of the change, they
Leaving a comfort zone. People
are afraid to go after what they want because it would force them to
stretch their comfort zones. It's only natural to put
off things that scare us, to sidestep goals that require us to leave
our comfort zone and
take a risk.
To put themselves at ease and avoid taking the
risk, many people fool themselves into believing everything will all
work out someday by itself.
Misunderstanding and lack of trust.
People resist change when they do not understand its implications and
perceive that it might cost them much more than they gain. Such
situations often occur when
trust is lacking between the person
initiating the change and the employees.2
Inertia. All organizations suffer
from inertia to some degree and try to maintain status quo. Change
requires effort, oftentimes, a significant one. So, don't
underestimate the power of fatigue and burnout.
10 Differences between
Winner and a Loser
Most Common Ways
Education and communication
Participation and involvement
Negotiation and agreement...
Why Do People Resist
Most people don't like change because they
don't like being changed, don't like their comfort zone being penetrated,
and prefer to avoid unexpected results. When change comes into view, fear and resistance
to change follow often despite its obvious benefits.
People fight against
change because they:
don't think that the
change makes sense, or
don't understand the change and its
fear the unknown, or
fear to lose something they value, or
don't want to leave their comfort zone, or
avoid the unexpected by staying with the
find it difficult to cope with either the level
or pace of the change.
Resistance emerges when there s a threat to
something the individual values. The threat may be real or it may be just a
perception. It may arise from
a genuine understanding of the change or from misunderstanding, or even
almost total ignorance about it.3
Why Change Fails:
8 Common Errors
Organizational Barriers To Change
If you want to overcome resistance to change
and lead change successfully, you must not only pursue
your vision while being
flexible, but also be aware of the barriers you'll face and know how
to deal with them...
How To Overcome Resistance To Change
Kore 10 Tips
Socrates said that The secret of change is to focus all of your energy not
on fighting the old, but on building the new. How could you lead
those around you to prepare for change and successfully lay the groundwork for
10 Commandments of Innovation
creative dissatisfaction to reduce resistance to change...
Give People Time To Digest
a New Idea
Give people time to digest a new idea. "Be
persistent. Don't expect to "win" the first time. Your first job is just to
start the other person
thinking," advised Benjamin Franklin in his
People always resist change,
and new courses of action, even if the ideas are good for them. However, if
they have an opportunity to digest these ideas for a few days, they may
accept them with enthusiasm. Usually, an individual needs from 24 to 72
hours to absorb a new idea. So, present your ideas in very casual way, as
thoughts for consideration or as a
and then just leave the idea with others, say "we'll discuss this later"
and give them an opportunity to think about it for a few days...
Transformation at British Geological Survey
People resisted the change initially. David Falvey
spent two years in discussions with various
groups of employees. The change was more
orchestrated than directed by him. The members
of the organization brought about change for