In my experience, people don't resist change because they have "resistant personalities" or because of "human nature". They mostly resist because of the way we go about introducing or implementing the change or imposing it on them. @Digitaltonto suggests five major categories of change resistance, most of which can be less of an issue if we think about them beforehand: 1) Lack Of Trust: by focussing on what's new & different, there's a danger that leaders communicate changing values. Need to focus on shared values & creating a sense of safety around the change conversation. 2) Change Fatigue: the change needs to be seen in the context of all the other initiatives that are happening. 3) Competing Incentives and Commitments: we shouldn't have to "incentivise" people to take part in change. If the change has real value, we should be able to find people who are enthusiastic about it & want to make it work. 4) Switching Costs: what we experience in the here & now always seems more tangible/concrete than the more distant benefits of change, which many will suspect will never come. 5) Identity, Dignity & Sense of Self: people's sense of identity can act as one of the strongest barriers against change. We resist things that challenge our perceptions of ourselves, including loss of status. Helping people navigate the fear of losing their identity & see new possibilities emerge is crucial for successful change outcomes. digitaltonto.com/2024/the-be…. Graphic adapted from @FLIMPStudios.