In his book, Leading Change: The Argument for Values-Based Leadership, James O’Toole, an expert in management and leadership, observes that great thinkers throughout the world agree that “groups resist change with all the vigor of antibodies attacking an intruding virus.” O’Toole examines a number of cases in which a potentially beneficial institutional change was resisted and finds that the resistance occurs when a group perceives that a change in question will challenge its “power, prestige, and satisfaction with who they are, what they believe, and what they cherish.” He asserts: “The major factor in our resistance to change is the desire not to have the will of others forced on us.”
If ideas are to take root and spread, therefore, they need champions — obsessive people who have the skill, motivation, energy, and bullheadedness to do whatever is necessary to move them forward: to persuade, inspire, seduce, cajole, enlighten, touch hearts, alleviate fears, shift perceptions, articulate meanings, and artfully maneuver them through systems.
I have a hunch that I will be doing a lot of the battling Jon is talking about in 2005.