I often hear from dentists who say that one of the biggest difficulties they have in implementing change in the practice is getting their team to buy in completely. I don't think that the reason for this is they "just don't like change."At least not in most cases. In fact, I believe it is human nature to be drawn to new and exciting things.
But it is also human nature to want to be good at your job. Everyone likes to feel competent and confident in what they're doing; when you're learning something new you're suddenly not so confident anymore, and that can be unsettling. That's why it's so important for your team to have perfect clarity about your vision for change and why you're doing it. It's also that they get the right coaching and support throughout the implementation process.
It is also human nature to want to have as few disturbances as possible. The measure of a good day is usually how smoothly it goes, and change has a way of disrupting routines and creating bumpy patches in the road. And that's why you want to create an environment where disturbances are accepted and even embraced as a sign of growth.
It's the role of a leader to help people overcome this fundamental internal conflict. Recognize that team members are often excited about the idea of a different tomorrow. When they come up against some of the challenging realities of implementation today, they'll find themselves drawn back by the powerful forces of yesterday. Give them the right context so they see the purpose behind each task. Give them the freedom to explore and make mistakes as they figure things out. Remember to give your team the support they need so they never feel frustrated but always feel challenged.