“PEOPLE DON’T LIKE CHANGE!”

But, That is a myth!

And it could be stopping you from doing great things…

“People don’t like change!”…It has been said for generations, but it just is not true!

Some people do like to see change and be involved in implementing it.

In the workplace, if people aren’t involved in change and encouraged to take part, it would be easy to agree that people don’t like it, but those same people run local football clubs, decorate their homes and arrange great holidays to new places every year. But many times in the workplace this isn’t encouraged.

If managers and leaders in a business don’t start the process of involvement, it simply sets an expectation that change and improvement isn’t required and isn’t part of someone’s job.

Actually, it’s proven that a third of people actually do enjoy change and want to be part of it and they become quite enthusiastic about it.

Another third will follow the trend and look to see what is happening in the business and follow by joining in on improvements and changes in the business.

 

It’s only the other third that appeared to be negative.

 

These people say “it can’t be done” “ I’ve been there, tried it, seen it, it fail”. Sometimes this third, third have a point, but in most cases it’s just the way that they communicate. They have a slightly negative tone.

If managers spent all that time trying to influence that third, third they won’t engage with the enthusiastic third and the middle third won’t join in.

If you had more than 66% chance of creating something really great, why wouldn’t you try it?


The truth is…

Enough people DO like change

You will find that actually around 1/3 of your organisation likes to change and will embrace it. Another 1/3 will observe the first third and follow them in their attitude towards change and start to embrace it.

That leaves just 1/3 of your organisation that do not like change.

Do not let this 1/3 influence the way your organisation works, it is preventing you from creating changes that will bring significant benefits to your organisation.

Focus your attention on the people who want change. They will be the drivers that create a following.

The danger is, those who resist change are seen to be the more dominant group. This then creates a problem!

The 1/3 who lack a strong opinion and look for direction will be influenced by the negative attitudes thus becoming very difficult to change the culture.

NOTE: BUT…! This should not mean that the final 1/3, the negative people, who are resisting new ideas should be ignored. These people will have a lot of experience and they may have good reason why certain things will not work, but that does not mean that leaders should “bow to their whims”. If they have concerns that some things may not work, those things should be considered and passed to the enthusiastic first 1/3 before they get carried away and make blunders.

IT IS A MYTH THAT “NO ONE LIKES CHANGE”. UNFORTUNATELY, IF MANAGERS BELIEVE THAT, THEY WILL LOOK FOR RESISTANCE AND FIND IT!

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