In organizational transformations, resistance inevitably arises.

Often we interpret resistance as personal reactions, whereas experience shows that people have “good reasons” for reacting this way. Unfortunately, the human reflex is to reject hidden information because of the way it presents itself, as resistance. Yet these “good reasons” are very useful information for the organization.

This idea is simple to understand, but how do you identify these “good reasons” in practice?

To look for these good reasons, it’s a matter of analyzing people’s reactions as the consequence of the situation in which they’re immersed, rather than as the expression of a personal problem. Having identified the situation, it will then be easy to act on it, on the root cause of the problem rather than on the symptom.

Why focus on the right reasons?

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