Conversely, resistance will be encountered when a proposed change:

• Is complex
• Is not perceived to be any better than the status quo
• Differs from how the organization normally operates
• Has to be adopted without first being tested out on a limited basis

SCHEDULING AND TIMING

Is there enough time to do this properly? Is the timing right, hitting people when they are most receptive?

Too often organizations are too ambitious, trying to do too much in too little time. People will more likely support a change that has just the right amount of urgency, without the panic that can leave them frustrated and upset.

TRAINING

Do the people who are expected to implement the change have the skills to do it? Is training or one-to-one assistance available for those who need it? Organizations that provide training for their people are more likely to have enough skilled people around to implement change. A well-planned change will usually include a way of providing the necessary skills to those who are expected to make the change happen.

LEADERSHIP

Does the leadership of the organization actively support the proposed change? Does the leadership demonstrate by their actions that the proposed change is important? If the formal and informal leaders of an organization support a change and actively lobby for its implementation, then the change will more likely occur. If they don't show support or merely pay lip service to it, then the change will have trouble being implemented.

INFORMAL RELATIONSHIPS

Is there a climate of openness and respect in the organization? If people enjoy each other's company and get along well together, then problems or resistance to new initiatives can be worked through without serious divisiveness. If relationships between people are strained, however, their new initiatives can spark mistrust and resistance.