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We have seen this happen before, and ultimately, we have discussions with management about why they are resistant to change. There could be many reasons:

  • Too risky or too much risk of failure
  • The cost is too much
  • The change isn’t solving the right problem
  • The consequences are too negative for a customer, stakeholder or other department

We need to find out why the resistance exists and then work to overcome the resistance.

Tracy O'Rourke

Tracy is a Managing Partner at She is also a Lean Six Sigma Green Belt Instructor at UC San Diego and teaches in San Diego State University’s Lean Enterprise Program. For almost 20 years, she has helped leading organizations like Washington State, Charles Schwab and GE build problem-solving muscles.