Resistance to organizational change is what makes change managers and change leaders necessary. For all intents and purposes, dealing with resistance is the essence of the job.      That job might be easier if more people were up front and overt about their objections. But people being people, and people being in organizations that demand team players, etc., most resistance is subtle and enduring. (Sometimes it’s outright passive-aggressive.) That makes dealing with it at least a 2-step process: (1) understand or unearth, then (2) address and assuage. Change resistance classes of objection      As we’ll see, there are literally...

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