You will need Internet Explorer to see this presentation. For starters, change is uncomfortable, unpredictable, and often seems unsafe. It's fraught and uncertainty and always looks harder than it is. What if it doesn't work, we ask ourselves. So we dig in our heels.
People resist change in all kinds of ways.
They resist actively, passively, consciously and unconsciously, by sabotage and subterfuge. They resist it rationally, emotionally, and sometimes spiritually. An internal survey of 1,200 top managers at IBM, taken after the company had already fallen from grace, showed that 40 percent still didn't accept the need for change. We don't know where those people have been living, but we know where they're heading. CEO Gerstner has struggled mightily to cut costs, develop new strategies, and improve customer focus.