As forward-thinking as your company may be, some employees will still resist workplace change. That’s just how people are. And that’s fine. In this context, fast change is better. It gives resistant employees one thing to cope with — change as a whole — rather than having to deal with a series of disgruntling changes over a long period of time.

The fast path eliminates the drag in the process that can prevent the buildup of momentum. And lack of momentum is the kiss of death for any workplace change management process, so any successful change has to be swift. One strategy is to limit priorities to two to four major items, chase them hard and fast, and insist on early, tangible deliverables.

If placing demands on workers during a speedy transition sounds cruel, here’s the silver lining: it gets their minds off all that distracting workplace change, and provides positive reinforcement. Momentum is derived from the commitment of the workforce, and a committed workforce is one that feels like it’s making progress.

That said, no company can afford to totally ignore that workplace change is, in fact, disorienting. It’s hard to find anyone these days telling managers to “take it slow,” but it’s even harder to find someone who advises against open lines of communication. And true communication among employees and managers inevitably adds time to the process.

Employees need assurances that employers are concerned and will do as much as possible to assist them during unsettling times. People don’t resist change. They resist being changed!

Solving problems and shaping our environments is satisfying and inspiring, so it’s important that employees get to voice not only their experiences, but also their ideas and suggestions. Empowering employees to be agents of workplace change introduces new channels that need to be tended and managed to encourage growth. Which, again, takes time and energy. But what you gain in morale and participation — not to mention the bright ideas your employees may come up with — more than balances the cost.