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 & Executive Advisor at GoLeanSixSigma.com. For almost 20 years, she's helped leading organizations like Washington State, Cisco and GE build problem-solving muscles with Lean Six Sigma to achieve their goals.