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Six Layers of Resistance, Part 1

‘Why change?’ and disagreeing on the problem

Jason Furness
Mon, 01/04/2016 - 11:46
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This is the first part of a three-part series on the “six layers of resistance.” It’s based on the work of Eliyahu Goldratt, who has now passed away. Goldratt was the originator of a body of work known as the “theory of constraints.” His bestselling novel, The Goal (North River Press, 2014 reprint), should be essential reading for anyone in business, not just manufacturing.

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The technical aspects of change within an organization are often rather simple. The complicating factors and the drivers behind failures usually can be traced back to a failure to adequately work with people to overcome in each of them the six layers of resistance. Whenever we’re faced with a change, we all work through these six layers, starting at layer 0 and—if the change is to be succeed—moving up to layer 5. When people remain at a middle level of this process, they resist the change that is being developed and can cause the program or project to flounder.

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