• Misunderstanding about the need for change/when the reason for the change is unclear — If people do not understand the need for change you can expect resistance. Especially from those who strongly believe the current way of doing things works well … and has done for twenty years!
  • Fear of the unknown — People will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction
  • Lack of competence — This is a fear people will seldom admit. But sometimes, change in organisations necessitates changes in skills, and some people will feel that they won’t be able to make the transition very well
  • Connected to the old way — If you ask people in an organisation to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that “hard wiring”, all those emotional connections to those who taught your audience the old way – and that’s not trivial
  • Low trust — When people believe there’s a hidden agenda (a negative one) to the changes
    Temporary fad — When people believe that the change initiative is yet another temporary fad – other ones have died on the vine before
  • Not being consulted — If people are allowed to be involved in, and to be part of, the change there is less resistance
  • Poor communication — the vacuum created by the failure to communicate effectively with, will quickly be filled with rumour, doubt, misrepresentation and poison
  • Exhaustion/Saturation — Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low
  • Benefits and rewards — When the benefits and rewards for making the change are not seen as adequate for the trouble involved

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