The notion that people inherently hate change is debunked, as indicated by the examples of willingly moving, changing jobs, getting married, and having children. The real aversion is to changes imposed on individuals without their input or control. Specifically, at work, employees are averse to changes that disrupt routines, make their jobs more challenging, encroach on personal time, convey a lack of trust, or involve shifting priorities without clear rationale.
While individuals understand that change is inevitable, the issue arises when change is poorly managed, and employees are not included in problem-solving or offered support during transitions. A common cover for such mismanagement is to blame resistance to change on employees, conveniently shifting responsibility from management.
This excuse, "I hate change," is not only used by managers but also by individuals who find it convenient to avoid trying something new, expending effort, or confronting fear. However, this phrase is a cop-out and deceptive, as most individuals have embraced change in various aspects of their lives.
Instead of resorting to this excuse, managers need to learn to collaborate with their teams to navigate change effectively. Similarly, individuals should introspect to understand the root of their resistance to change and communicate their concerns more honestly, rather than using this phrase as a shield.