Step three, deal with obstacles, the human factor resistance to change. By now you have defined the vision in step one, and enlisted change agents in step two. Now, we need to deal with a human factor, and there will be resistance to change. Change efforts often fail in the early stages. When handled too abruptly. Some projects do not get off the ground at all.

For instance, the CEO might hastily try to impose change without getting the approval of his or her management team, or they might be blind to the resistance to change. Or even if the leadership team might have been listed a few change agents these Sue find that most of their colleagues are oblivious to the changes that need to be made at work. Despite their efforts, the suggestions go unheard until they become discouraged and eventually give up. Cynicism may increase as yet another change project fails. Does that sound familiar? Each big change produces emotional turmoil as people need to put in extra effort, sometimes extra hours trying to figure out how to adjust their work activities and systems to comply with new rules systems or procedures.

Having disturbed their normal everyday functioning employees emotions are stirred up, too soon find out it was another false alarm change was again not followed through. You cannot underestimate the human human resistance to change. Any change requires reviewing one's own professional practice. In other words, the way you do things which you have been particularly good at expert as and therefore you feel comfortable doing them change requires trying out trying out new things, challenging yourself to do more better, or do with less, it may bring feelings of excitement to some, but most feel anxious about change. Fears may naturally arise as new technology is implemented, which seems to make their work redundant, uncontrolled or unmanaged emotions can put a strain on good efforts for the benefit of the organization. It is therefore very important to remind employees of the benefits of change not only for the organization, but especially also for them.

They are key to the implementation of changes, so they must be convinced it will benefit them as well.