field that blunts our empathy and our humility. People can and do change. They just do so when it makes sense to them. People don’t resist all change; they resist incoherent change poorly managed. Perhaps we’re asking people to take risks while their incentives push them to avoid failure at all costs. Or we’re asking them to trade mastery in one process or tool for confusion in a new one. These kinds of scenarios cause very real, often very rational human reactions. In response, we’re dismissive. So they dig in further and shut down. And then we’re stuck. Instead of perpetuating this pattern,
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Resistance is a good barometer
