One of the most common sources of irritation reported by executives is that a pet project seems to going too slow. Perhaps a department’s data processing is being changed over from punched cards to more highly automatic machine. Or perhaps a new packaging method is being attempted. “The people here resist change, “A frustrated executives says. “ It is a small project, but it is new and people do not like to change to new ways.”

Solution- Many of us have not learned yet that it takes time to put a new system or procedure in to successful operation. This is true no matter how carefully we have planned the project. It is true even there is no resistance at all to the change over itself. Sometimes managers pay lip service to this principle. Sure, I know that, they say. But they have not taken into the account that their personal enthusiasm and responsibility gives them an unrealistically compressed view of what is reasonable. For instance they overlook that operators must often develop special skill to use new methods and equipments efficiently. Also there are usually bugs to be taken out of a new method or a system, no matter how well planned and engineered. What therefore, should you and should you not do when this kind of resistance seems to developing? You should not:

-         Loose your patience with the amount of time that the new steps are taking, for the people you are working with will then feel that you are unfairly pushing them.

-         Accuse the operator of resisting change, for if they are trying to learn a new procedure or approach, there is nothing they hate more than being blamed for resisting change.

-         On the other hand you should: do your best to understand any obstacles causing a slow down. Try to see these obstacles as men and women on the job themselves see them.

-         Maintain your customary work relationship when discussing the rate of progress on the project or what can be done to speed up development.

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