Resistance
is the most common side effect an organization encounters when looking to bring
about Change. If you don’t encounter it,
you have to wonder if you’ve really changed the status quo very much.
Similar to
your body’s immune system employing a variety of ways to fight an infection, an
organization, team, or individual’s response to change manifests in different
ways as well—an immediate, pointed response; or a set of emotions; or a
collective response designed to refuse cooperation. Each of these may be stressful to all
involved but they’re actually a useful tool.
When looking
to execute a change, the specific response(s) that one receives to the proposed
change acts as a barometer or gauge that helps to understand quickly, how the organization and to what degree, the proposed changes may be accepted.
Please Note—the
reactions/responses that are received are a gauge,
and should not be used to determine whether the proposed change is appropriate
to implement. Oftentimes it is
appropriate, but feels too ‘strange’ at the time..
Initiate
change with the idea that more than likely it will stir up resistance of some
sort or fashion. Anticipate this and you’re
better positioned to address the reactions that come.
“Twenty percent
(20%) of people will be against anything..”—Robert Kennedy, former Atty Gen
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