Because people are not against change, they are against being changed.
In our personal lives we go through changes pretty much every day: we change jobs, we get married or we learn new languages. But in organisations we feel forced to take new directions. And so we use the only power we have to get back control: resistance.
We create resistance as an opponent to change.
However much our argument is persuasive, we must make everyone feel understood. That starts and ends with listening.
Two solutions can help deal with resistance to change: to make sure that people are involved to “participate” in making the change and to avoid them from feeling rushed. If they don’t have enough time to deal with the situation emotionally they are likely to resist being changed.