Individual resist change that it’s because they haven’t recognized themselves as part of a greater whole at work yet. They are disconnected from the greater whole, and they are putting their individual self and needs first (or those of their own team/department/division), because that’s what matters most to them. Do savvy arguments, logic, data, spreadsheets, graphs, and pie charts–brought forth by another individual or formal team–make these individuals change? Not in my experience. However, I’ve witnessed self-organizing work groups demonstrate to themselves and many nearby others that they are all part of a greater whole. Not because of what they said, but because of what they are. The possibilities their simple existence demonstrates. Once people experience these possibilities for themselves, they begin to believe there is a greater whole that matters and can begin to recognize themselves as such. What they thought they were (and did, and needed, as individuals) no longer makes sense, so they change. Changes in the economy and the business environment have forced some organizations to change the way they do business. Whether we like it or not, managers and supervisors are the ones who have to implement the changes. In addition to the more traditional skills we possess as supervisors, it is critical that we understand our role as leaders, or change agents, in these rapidly changing times. Unfortunately, all employees do not respond to change with the attitude, “Fantastic: another organizational change, and I’m excited to be a part of it!” Given that change is here to stay, why do some people seem to dig in their heels and resist it at all costs? The following 10 reasons best describe why some people