How do you handle change at work? Do you resist it? Dread it? Do your best to cope with it? There is a school of thought among human behaviouralists that says resistance to change is hard-wired in us. It is a convenient theory and an especially good excuse for senior managers whose change efforts are less than successful.
Bob Lewis, president of IT Catalysts, a U.S.-based Information Technology consulting firm, disputes the hard-wired idea. It is not change that employees resist, he says, but rather change in which they have no control or involvement.