The problem is your people don’t know who they are,” I said emphatically. “Thus, they tend to identify themselves with their roles, their reputations, the company itself, and the current way of doing things. When the stability of any of these factors is threatened, their automatic response is to resist, and to resist as if they were protecting their own selves. Because they are protecting who they think they are, they do so with considerable force.
-W. Timothy Gallwey
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