Based on Five statements from the Ford and Ford article In your
experience, do these statements seem accurate?

Explain your response, drawing on what you have experienced
and/or observed when people express resistance to change.

Do you see a need to alter your mind set with reference to
resistance?

Smith asserts that most people who are seen as resistant are
reluctant, instead. Do you agree with this assertion? What are the
implications for how leaders should respond when there is not an
immediate, positive response to a proposed change?

Article Statements:

FIVE ASPECTS OF RESILIENCE POST 3 OF 4 IN THE RESILIENCE SERIES
When people adapt to change, they need to apply their mental,
physical, and emotional energy to adjust to new circumstances.
Based on our own observations and review of research, we’ve
identified a set of five “change muscles” that help people use
their energy more effectively during change. Let’s take a closer
look: POSITIVE Resilient people are positive. They can see
possibilities in even the most discouraging of situations, and
opportunities amidst potential dangers. They also see themselves as
having the capability to deal with challenging situations. As a
result, they are better able to engage their energy in change
rather than retreating, worrying, or engaging in defensive,
unproductive activities. FOCUSED Resilient people are focused. They
know what’s important to them, and have a clear sense of
priorities. In the midst of ambiguity, there are often many
conflicting demands for attention. Resilient people recognize that
they can’t do everything. They are able to say “no” to the less
important things so they can focus their energy on the few most
critical issues. FLEXIBLE Resilient people are flexible. In the
midst of ambiguity, they can generate a wide range of options. They
do this in two ways. First, they are able to come up with creative
ideas and consider multiple possibilities, rather than sticking
with familiar perspectives. Second, they are open to asking for
help, so they can draw on practical and emotional support from
others and to incorporate a broad range of perspectives in their
thinking. These attributes ensure that when there are obstacles to
overcome and problems to solve, resilient people bring more to the
table. ORGANIZED Resilient people are organized. In the midst of
ambiguity, there are places where structure and predictability are
important. Building plans, estimating effort, creating systems and
structures that enable people to work effectively together, and
displaying the discipline to apply these approaches consistently.
All of these enable resilient people to use their energy most
efficiently in the midst of turbulence. PROACTIVE Resilient people
are proactive. They move into action even when the pieces aren’t
all in place. They try out new approaches, take risks, and carry
out experiments. They recognize that waiting for certainty is
counterproductive, and so they move outside their comfort zone.
This willingness to explore potential approaches yields insights
and learning that increase the likelihood of successful navigation
of the new environment. BALANCE NEEDED Balance among these
characteristics is important. Each of them plays a role in adapting
to change. Each situation calls for its own mix of these “change
muscles.” It’s possible to overuse or underuse any of them, so the
best strategy is to build strength across the board, so you can
call on whichever element is most necessary to addressing the
challenges you face in the moment. Think about your own response to
change. Where do you find yourself applying each of these
characteristics? Are there some that you find more difficult to
engage? Are there “change muscles” you would like to develop? How
do you team up with others to leverage your combined strengths?