e why and how they interfere with change. The third process is to get employees to start changing their behavior. Simple as this sounds on paper, there are some problems: the willingness of employees and their bosses to work out the reasons for this reluctance to change. As often happens in any management-vs. -Employee situation, sometimes the employees become concerned that they are being called on the carpet for some sort of attitude problem. They feel, and they may be justified, that they are doing a good job and that, out of the blue, they are being told that they are laggards and keeping the team from accomplishing its goals. The fact is that not every employee can be direct and ho
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