It is common that various individuals or groups are characterized as resistant to change in settings seeking to innovate. Edward Maloney and Joshua Kim say this is a myth, at least in regard to higher education. They say that faculty and staff exhibit, "attitudes and ideas that are shaped by a mix of complex structural forces, cultural norms and incentives. These external forces interact with internal beliefs and motivations to guide behaviors."
Maloney and Kim make a very important point that resistance to change/innovation is neither a stable and predictable dynamic nor is it helpful to react to people as if they are resistant during the complex process of change. Viewing stakeholders and collaborators for their complex understandings, not prejudging, and listening a lot will help those who seek to innovate rather than putting people into boxes that marginalize them as resistors.
Maloney and Kim make a very important point that resistance to change/innovation is neither a stable and predictable dynamic nor is it helpful to react to people as if they are resistant during the complex process of change. Viewing stakeholders and collaborators for their complex understandings, not prejudging, and listening a lot will help those who seek to innovate rather than putting people into boxes that marginalize them as resistors.
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