
One of the most common statements I hear from leaders is remarkably simple: “People just don’t like change.”
This belief has become accepted wisdom in business. Projects stall because people resist change. Improvement initiatives lose momentum because people resist change. New systems fail because people resist change.
But after spending more than twenty years helping manufacturing organizations navigate significant operational and organizational change, I’ve come to believe something different. I don’t think people resist change nearly as much as we think they do. I think they resist uncertainty.



