Employee resistance to changes in how businesses are organized and their work is conducted is legendary, and as old as the “modern” workplace — the Harvard Business Review first tackled this issue back in 1969. When businesses introduce new project management tools, IT software, office policies, or roles and relationships, employees tend to chafe. For organizations, this should be expected. As the writer Arnold Bennett once put it, “any change, even a change for the better, is always accompanied by drawbacks and discomforts.”