改變是困難的。大多數人對保持現狀有著固有的偏見。如果你正在領導改變工作，找出最有可能破壞它的員工，並幫助他們先上船。
計畫兩次面對面的交談。你在第一次談話中的目標是傾聽並理解你的同事為什麼堅持。你在第二個目標是表明你已經反映了他們的投入，並解釋了為什麼你和組織變革的方法（或不會）是不同的結果。把這些對話分開兩到七天，這樣你的員工就會覺得你的想法考慮周到了。給每個和足夠的時間，你的討論應該從容不迫，讓你專注於人的抗拒改變。
When Leading a Change Effort, Get Reluctant Employees On Board
First
Change
is hard. Most people have an inherent bias toward maintaining the status quo.
If you’re leading a change effort, identify the employees most likely to
undermine it, and help them get on board first.
Plan two face-to-face conversations with each reluctant employee. Your goal in the first conversation is to listen and understand why your colleague is holding out. Your goal in the second is to show you have reflected on their input and to explain how and why your approach to organizational change will (or won’t) be different as a result. Have these conversations two to seven days apart, so your employee feels you’ve given their ideas thoughtful consideration. And give each talk enough time — your discussion should be unhurried and allow you to focus on the person who’s resisting the change.
Plan two face-to-face conversations with each reluctant employee. Your goal in the first conversation is to listen and understand why your colleague is holding out. Your goal in the second is to show you have reflected on their input and to explain how and why your approach to organizational change will (or won’t) be different as a result. Have these conversations two to seven days apart, so your employee feels you’ve given their ideas thoughtful consideration. And give each talk enough time — your discussion should be unhurried and allow you to focus on the person who’s resisting the change.
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