Given time to adjust, people's natural resistance to change decreases rather than increases. People begin to see what might be good about the changes. Any surprise change on the other hand, spurs an instinctive defensive reaction - a negative reaction that takes a long time to dissipate. When people feel helpless, they often react in petty ways. Sabotage, foot-dragging and squabbling are natural reactions to a loss of control.
People behave in childish, grabbing ways when they feel helpless.
Managers can prevent these costly defense reactions by giving people a chance to participate in decisions which affect their jobs. For example, if the line manager had been consulted, even in a small way, about the plans for the new machinery, he could have felt some control over his territory even in the face of change. The more choices people get to make, the more in control they feel and the better they respond to the need for change. When they are involved in the decision-making, they then have a stake in the success of the project, a commitment to the change in question. Even a big and difficult change can go smoothly when everyone is committed to making the new way work.