Despite our Natural Fear of Change, We Still do It

Why do we resist change when someone else suggests it? Is is inherent in all of us just to be stubborn?  Is it pure human nature?  Is it because the person promoting the change doesn’t clearly articulate the benefits to us?  There have been many articles written about people resisting change and the potential trouble it can cause to office and team morale, but I am still stumped given the changes that I see people rapidly adapting without question.

– Use of mobile phones in general – use of many technologies in general

– Moving from cassette tapes to CDs to mp3s to streaming to …

– Use of digital mapping vs. paper maps

– Upgrading to the lastest version of any software

– Changing jobs

– Moving houses/neighborhoods/cites

The list could go on.

In so many cases, when the change is self-initiated, people can come across as almost giddy when they talk about the changes they are making. Perhaps the difference is almost a sub-conscious vs. conscious one. I am in charge, I made the decision, I feel good about it vs. Don’t tell me what to do, I am my own boss/decision-maker.

So, how do we reverse engineer this so that as leaders, we can get our teams as excited about the changes we want them to make. Is it truly as simple as making someone believe that the change was their idea?  Is that the only way to make it successful?

 

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One Response to “Despite our Natural Fear of Change, We Still do It”

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