"Change often fails and that rarely has anything to do with whether the concept is a good one or not. As Howard Aiken famously put it, "Don't worry about people stealing your ideas. If your ideas are any good, you'll have to ram them down people's throat." As the creator of the Harvard Mark, one of the very first computers, he was speaking from experience."
"The truth is that any time you set out to make an impact there's going to be some who won't like it. They'll seek to undermine what you are trying to achieve and they will do it in ways that are dishonest, underhanded and deceptive. It's a hard truth, but one we all need to accept: resistance is inevitable when you try to drive change."
"Once you internalize that, you can begin to move forward. When we work with organizations trying to adopt and scale new ideas, one of the first things we do is work to anticipate and build strategies to overcome resistance. We start by working to understand where resistance is most likely to come from and devise a plan to address the concerns opponents are likely to exploit."
Change often fails for reasons unrelated to the quality of the idea. Resistance is inevitable and can take dishonest, underhanded, and deceptive forms by opponents who seek to undermine impact. Effective adoption requires anticipating resistance and building strategies to overcome it. Common rational sources of resistance include attachment to the status quo and the need to build trust in uncertain alternatives; change fatigue from too many successive initiatives; and competing incentives and commitments that conflict with new proposals. Organizations must understand where resistance will arise and devise plans to address concerns opponents are likely to exploit.
Read at Fast Company
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