The Hostility Of Change

At some point in our life, we are all faced with the difficulty of managing change. The implication of change in our personal life is challenging enough. Managing change as a leader can have even greater implications.

In The Hostility of Change, Joe Robert Thornton explores all elements of change, including the deep-seated barriers that give rise to resistance. The Hostility Of Change also explores real, sustainable change... and real, sustainable change is a very high bar to reach.

In this book, you will learn about:

• How clarity can be a hidden barrier to change acceptance
• The difference between a crisis, an ultimatum, and a 'burning platform'
• Why improvement is not the same as change
• How quiet voices can be disruptive or supportive to the change process
• Passive-aggressiveness and its relationship to change
• The role of compassion to drive change in others
• Recommendations for addressing resistance to change

Change is not a process; change is an emotion. Accepting this principle will take you on a journey that will challenge the traditional approach to change management. 

The Hostility of Change addresses the emotion that accompanies change. The process of change is relatively easy; however, why people don't accept the change is not always so easy. Change often results in emotion demonstrated outwardly, sometimes even in a hostile way. However, change can also invoke a passively hostile resistance, often difficult to detect. This book explores both. 

Emotions are often present when change is introduced, often overpowering the processes you are attempting to implement. Recognizing, understanding, and leveraging emotions in the change process can have a positive effect on the trajectory of the change.

The subtitle- "Breaking Through Deep-Seated Barriers," reflects the override of our personal belief system that is necessary before we can begin to accept change. This term is often referred to as "deep-seeded." Deep-seeded almost metaphorically makes more sense, but the correct term is actually "deep-seated." 

Deep-seated is relevant to the topic of change because the position that people have before they go through change is often driven by deeply entrenched views that have been formed over a long period- to the point that even contrary information may not move people off their position when change is presented. 

Acknowledging these deep-seated views is vital as you implement any change process. Skipping this step often results in change-resistant responses that sound something like this:

"This is the way it's always been done."

"Things are fine the way that they are."

"If it is not broke, don't fix it."

"We tried that before, and it didn't work."

Change is incredibly difficult to manage. However, with the right inspiration, the change process can be improved. The Hostility of Chang...