Have you ever wondered why managing change in organisations is so hard to do ? What is it that makes people resist change ?
There was a fascinating article in Fast Company Magazine in 2005 by Alan Deutschman that describes why humans resist change and how change leaders can overcome this inbuilt resistance.
It seems that it simply comes down to just being human.
You see, habitual behaviors have served us well. Over thousands of years they have allowed us to make very quick decisions, using very little energy. That is really why old habits die hard, and why we resist them being replaced by new ones.
To illustrate, here is an extreme example of just how much humans resist change:
According to the article, renowned physician Dean Ornish showed that within two years, 90% of cardiac by-pass surgery patients revert to the very same behaviors that caused their disease in the first place. Against their better judgement and despite their high likelihood of death !
Within two years, 90% of cardiac by-pass surgery patients revert to the very same behaviors that caused their disease in the first place.
It seems that even the very real fear of death does not move us to change.
What hope do people who are managing change in organisations have against those odds ?
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Peter Strohkorb is CEO at Peter Strohkorb Consulting International with offices in Australia and the USA. He is a global specialist in customer centricity and sales & marketing collaboration, which he calls Smarketing®.
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