I realize I may be setting myself up for some backlash here, but many articles, presentations and dialogues about resistance to change go deep into the weeds in human psychology and behavioral theory – at the expense of acknowledging field-tested, common sense solutions for dealing with change aversion.
For example, when we redesign process to help organizations become customer-centric, we almost always change in place organizational structure. But if the set-up is correct – empowered, cross-functional team backed by top management determining with us what work should be done how and who (functionally) should do it – resistance is relatively low, compared to what we read about up here. And for two simple reasons: 1.) Our goal is adding value to customers, not an internal goal; 2.) We’re changing roles and functions to suit customers rather than assessing individuals.
Most managers and staff readily accept the premise that adding new value to customers is becoming a competitive necessity; and most are far more adaptable when change is driven by customers rather than executives perceived to be interested only in profits.
Simple solutions are often the best solutions.