The contexts of change

Within organizations, resistance to change comes in many forms. Some organizations suffer from a specific type of dysfunctional administrative behavior that responds to new ideas with a 'lemming-like' leap to irrelevance. This article explores some common characteristics that underlie this phenomenon and proposes that organizational resistance to many good ideas stems from this roadblock mentality. People's habitual contexts and belief-systems tend to blind them to new ideas, products, or different ways of thinking. Typically, people will try to challenge any proposed change with irrelevant and distracting side issues, and divert the conversation toward their own specific grievances or agendas.
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