Is it so hard to change?

Many leaders understand how hard it can be to get others to embrace change. There's a certain security with doing things the same way we've always done them and a certain fear of the unknown. However, when people see that a new idea is a big improvement over the previous way of doing things, it can be easier to get buy-in. In fact, I've tried to avoid saying, "I'd like to implement some changes." Instead, I'm trying to say it like, "I'd like to make some improvements."

Technology is constantly changing (i.e. "improving") in our world, and it's interesting to see how eager most people are to upgrade their cell phones and computers. Having a cell phone with a camera built into it used to be new and exciting, but now it is hard to find a phone without one.

Why are some people who normally oppose change so open to upgrading their technology? The answer probably lies in their ability to see it when their friends or family get something cool. Seeing a new program helps a person understand its value and therefore creates a desire for having it. When leaders are advocating "improvements" in their organization, it can be helpful to point out the success that similar improvements have had in other organizations. When a leader wants to pursue a completely new idea (that no other organizations have done), it's pretty risky to have the whole organization launch into it at the same time. It's much easier for one part of the organization do it first (as a "test run") and then when other parts of the organization see it being successful, they can begin doing it too.