Change Success
 First of all, it is important to recognize that the nature of change is itself changing. In the past, change was infrequent, we worked in stable environments and there was time to adjust to changes as they occurred. Employees could expect to spend a long career with a single employer in an atmosphere of mutual loyalty and stability. Now change is rapid and constant leaving us working in uncertain environments which are fast-paced, high-tech and state-of-the-art. Change itself is the norm. This accelerated rate of change has produced an atmosphere of uncertainty and instability. We often feel as though we've hardly had time to adjust to the last change before the next one is upon us. Individuals react differently to change itself - indeed we can do reaction to change inventories to determine our change reaction personalities. Innately, we are either one of these three: - Change Navigators - accepting and supporting change
- Change Survivors - complying with change in action but not in spirit
- Change Victims - resisting change, either passively or actively
Yet no matter what type of change personality we are, the normal reaction to change is resistance. A common mistake made by many business leaders is to assume that by building Awareness of the need for change, they have also created a Desire to engage in that change. The assumption is that one automatically follows the other. Some managers may fall into the trap: If I design a "really good" solution to a business problem, my employees will naturally embrace that solution. Therefore, resistance from employees takes these managers by surprise and they find themselves unprepared to manage that initial resistance. So why do employees resist change? Read more... | 
