On Resistance to Organizational Change
Most people are not obstructionists.
I’ve been reading a lot of change management literature lately, and much ink has been spilled in that field over how best to work with those who resist organizational change. Such resistance takes many forms—it can be active or passive—but it’s always damaging. For every person in an organization who won’t get on board, the chances of successful change diminish.
There are a variety of approaches to working with such people, but most are based on one central premise: People who resist change aren’t trying to be jerks. They’re trying to do the right thing, as they see it.