Resistance to Change not Just Self-Interest

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Resistance to Change not Just Self-Interest
The first factor in resistance, self interest, may be something less "toxic" and that is complacency (Editor: ~self-satisfaction). At first an individual isn't resistant to change, per se, but it simply doesn't occur to them. Comfort and complacency abound. Resistance occurs when it is perceived that the change agent is trying to take something away. More than resistance ensues, battle breaks out.

Resistance is Self Interest
Karen Correll
The statement that "resistance occurs when it is perceived that the change agent is trying to take something away", is based on self interest and fear. Change requires time, effort and a willingness to look forward, but in situations where folks are resistant and attempt to block the movement forward, they are doing so out of fear of change, and feeling that they do not have the time and energy to re-learn a new process or procedure. They are afraid that if they do, it will mean more work. What they are lacking in vision is that this change may mean working smarter not harder.

Is Resistance to Change Self Interest?
While I agree with you, in my experience, people seek comfort and when they have comfort, they don't see a need to change. They are complacent not resistant. Resistant is an object "in motion." Complacency is an object on the couch. Sitting still. It requires more effort to get an object in motion than it does to change its direction.

Change Acceptance Depends also Upon the Track Record in Previous Change Efforts of the Company
David Wilson, Premium Member
If a company has a poor record of managing change, there is a greater likelihood that the change will face more resistance from the different stakeholders. Following the flavour of the month will probably develop an attitude of complacency - "this change will pass."
If the organization explains the rationale for the change and the consequences of not changing, there may be less resistance. In addition, the organization needs to build a guiding coalition (see Change Phases (Kotter) from across the organization to build the case for change.


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