Summary
Change resistance has the potential to derail the best-intentioned transformation roadmap, diverting scarce resources to manage internal politics, endless debates about priorities, and scope creep. Successful transformation leaders address resistance to change with proactive planning instead of reactive crisis management: They consider change a skill to be built, rather than a problem to manage. This report presents a targeted, pragmatic approach for predicting high-risk areas of resistance, choosing the right response to prevent excessive friction, and addressing change resistance at the three levels that matter.
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