>From my 20 + years of experience with technical and social innovation in
organizations: sales, marketing, management, education, training, ...
I agree with the above four points.
I also agree that honoring people's reasonable basis for resistance to
change, instead of reacting to their resistance per se is worthwhile.
In fact, I think it is a critical part of catalyzing the change process.
Over 25 years ago, Donald Schon wrote an excellent book on this subject
(now out of print)... "Beyond the Stable State".
The gist is that many aspects of our cultural training create an
expectation that after we have worked hard to accomplish a level of
expertise... adulthood / graduation / certification / tenure ... we have
earned our way to a plateau, the stable state.
Once there, we expect that we can stop striving so hard... learning /
changing / ... we have a position. We are likely to defend our hard
earned position, and leave it to the next group to change...
Schon also co-founded the Organization for Social and Technical Innovation
to work on the social aspects that accompany any changed technique.
Bruce Hanna, paradigm innovation associates
Results-oriented innovation...the human element
bhanna@piweb.com Santa Barbara,
CA (805)962-6677
"To know, and not to act, is not to know."
- Wang Yang Ming, Chinese General, 880 A.D.
"It is not necessary to change; survival is not mandatory."
- W. Edwards Deming, 1990