Not every change is an improvement, but every improvement is necessarily a change. When I am trying to introduce change in a workplace, I will inherently meet resistance to that change, regardless of whether the change will be an improvement or not. Justifying that the change is in fact an improvement does not even seem to satisfy those resisters. The resistance instead shifts to another topic of: “Well you might have grand ideas of this, but what happens after you win the lottery and leave, or you are promoted and someone else takes over, or you are hit by a bus and someone else takes your place?” How do I deal with this resistance to change? Even if I manage to satisfy these questions with improvement plans and ways to sustain the gains, will they just shift to endless other points of resistance?
Why do you believe what you believe? Are you just arguing from the Bottom Line, a fixed conclusion of not wanting to change, that no matter what counterarguments and weight of evidence against your position, that you still Won’t Change Your Mind on the matter?
If I accept that nothing else will change unless I do it, then what is it that I am agreeing to in the future?
The idea of “Managing Change” in the workplace seems to build up a negative stigma about any change, whether they be improvements or not. The Expressed Culture propagated when we are coached to “Manage Change” results in an environment which is inherently resistant to change. Instead of building this aversion to the progress necessary for improvement, I think it would be much more meaningful to teach a culture of Continuous Improvement. The comfort of constance, whether it be at the workplace or in our own personal endeavors, is a Habit to be Broken.