"People will do a bad (a truly noxious) job for a long time because it feels familiar. Legions of people will stick with a dying industry because it feels familiar.
The reason Kodak failed, it turns out, has nothing to do with grand corporate strategy (the people at the top saw it coming), and nothing to do with technology (the scientists and engineers got the early patents in digital cameras). Kodak failed because it was a chemical company and a bureaucracy, filled with people eager to do what they did yesterday.
Change is the unfamiliar.
Change creates incompetence.
In the face of change, the critical questions that leaders must start with are, "Why did people come to work here today? What did they sign up for?"
The solution is as simple as it is difficult: If you want to build an organization that thrives in change (and on change), hire and train people to do the paradoxical: To discover that the unfamiliar is the comfortable familiar they seek. Skiers like going downhill when it's cold, scuba divers like getting wet. That's their comfortable familiar. Perhaps you and your team can view change the same way."
Trechos retirados de "In search of familiarity"