Why do most new ideas fail? Is it because they haven't been thoroughly vetted? They weren’t such good ideas to begin with? Maybe they don't have enough money or support behind them.

Actually, the reason is simple: Almost three-quarters of new ideas fail simply because they're new.

Mount Eliza Business School researchers found that most business ideas fail to take off not because they aren't good ideas, but because people resist change. We’re creatures of habit, and we tell ourselves, "We've always done it that way" or, "If it ain't broke, don't fix it."

Executing new ideas with rational thought takes a lot of brainpower, so we're wired to prefer the efficiency that comes with habits we've already formed. Here are 10 reasons we resist change, according to the Harvard Business Review:

1) Loss of control. Change interferes with our autonomy and can make us feel that we've lost control of our territory.

2) Excess uncertainty. Change can generate a lot of questions and make us feel like we're walking off a cliff blindfolded.

3) Surprise. We are especially critical of change if we feel like we don't have time to adjust, or if we don't know where it came from.

4) Everything seems different. Too many changes at once can lead us to reject the whole situation.

5) Loss of face. We tend to get defensive if we think a change will reflect badly on our reputation.

6) Concerns about competence. Have you ever noticed that technological changes are the ones people resist most? That’s because we fear our skills won't be adequate for a new system.

7) More work. Change almost always means more work, at least in the short term.

8) Ripple effects. We want to know how a specific change will affect other parts of our jobs.

9) Past resentments. Change tends to upset the status quo, which can reignite old workplace conflicts or uncomfortable situations.

10) A real threat. Legitimate concerns come with change. Employees can lose their jobs, teams can break up and it can take a toll on business.

These oppositions apply to a variety of workplace changes—mergers & acquisitions, technology upgrades, personal changes and organizational structure shifts. How can you avoid them the next time you make a change at your office?

Consistent communication is essential during every organizational change, no matter how small. Here are five other tactics you can use in tandem with effective communication to drive support for organizational change.

1) Build on what works. Change doesn’t mean you have to reinvent the wheel. Make sure employees can recognize parts of their work in the change. Discover what people like about their current situation, and incorporate that into your pitch for something new.

2) Find allies and experts. Don't try to go it alone. Lead a few sessions that discuss the change and why it’s necessary. This will help eliminate resistance and get people on board with a better system.

3) Find the real motivator. Sometimes people don't understand why they don't want change. Employees who complain that they don't have time to learn a new system may actually have concerns about their competence with upgraded technology. Figure out what people are scared of, and address those concerns first.

4) Formalize the change. You're going to encounter some resistance to change no matter what. But the sooner you can formalize the change, the sooner it will become part of job expectations.

5) Follow up and take credit. When you implement change well, it’s easy to forget the change happened at all. If change aligns with culture and creates a better way of doing things, we tend to get used to it quickly. That's good for the business, but it doesn't always guarantee you get the credit you deserve for spearheading the change. Following up with leaders about what worked and what didn't is an effective way to establish your part in the change process.

Susan Kearney is a senior director of knowledge resources at The Institutes.