Conventional wisdom suggests that humans are sceptical of change.
Everyone has heard of “Change Fatigue” – the sense of dislocation and alienation that supposedly accompanies too much organisational change. But it gets far worse than mere fatigue. Elisabeth Kubler-Ross’ “5 stages of grief” model, originally intended to describe the emotional response to the news that you’re dying, has been widely repurposed to explain how individuals respond to organisational change. Change as a death sentence is quite the analogy. But is it actually true?
What if change actually made people more receptive to change? What if times of radical, revolutionary change were actually the best time to change things?