Amit Hooda shares an evergreen article and timeless problem of what it actually takes to encourage the adoption of change and explains how to address resistance.
George Bernard Shaw once said, “Progress is impossible without change, and those who cannot change their minds cannot change anything.” I truly agree with this and have also observed this in various organizations that despite CHANGE being so important, it is very hard to get executed.
Most of us must have heard “Change is inevitable” and “Change is the only constant”. But even after being continuous witness to it, we as humans take CHANGE for granted.
Based on my observations on Change, I can make 2 bold statements. These are:
Change is an inherent part of nature.
People are inherently good.
Let us understand deeply how both these statements make a mark on our work culture.
- When Change is an inherent part of nature, why so much resistance?
From sapling to fallen leaves, there is a change in texture, size, shape & colour. Changing seasons, day & night, are all accepted forms of change. But when it comes to accepting any change in our workplace, it becomes a big issue.
Why does it feel like pushing against a wall when it comes to implementing a change in an organization?
While working in a particular style we sink into a comfort zone. People fall into patterns of experience they are comfortable and competent to handle. And we do not want to come out or disturb our comfort zone. This resistance to come out of our comfort zone is stemming from our previous bad experiences when we tried to come out of our comfort zones. And every time we have a bad experience, this wall of resistance gets stronger. That is the basic reason why organizations and teams resist change and most change programmes either fail or only manage to get partial success.
Key points include:
- Steps to selling change
- Why there is resistance to change
- The direction of a solution
Read the article, Art of selling a CHANGE, why is it hard to sell a CHANGE?, on LinkedIn.