1. A one-time change management plan is insufficient to deal with constant change, because a one-time plan is fixed, while an environment of constant change requires a plan that is flexible and easy to change quickly so that it can be adapted to the new conditions that are continually arising.
2. A change affecting the type of work performed requires more attention than one that affects the volume of work. The type of work involves "technical specialization" that demands greater training and coordination with other work units than volume changes do (Kreitner & Kinicki, 2004, Chap. 13, p. 4). When a change in the type of work occurs, team members may need to be retrained and will probably have to restructure the way their work is coordinated with other departments or among themselves; a volume change requires none of those alterations, just a ramp-up in productivity through longer workdays or the addition of more workers.
3. A number of factors can discourage workers from having flexible, learning attitudes. A personal weakness in self-management is one such factor, as self-management is the trait that "includes keeping disruptive impulses in check, displaying honesty and integrity, being flexible in times of change, maintaining the drive to perform well and seize opportunities, and remaining optimistic even after failure" (McShane & von Glinow, 2005, Chap. 4, p. 9). This trait and others related to emotional intelligence, such as self-awareness, social awareness, and relationship management, are critical for flexibility and a good attitude (McShane & von Glinow, 2005, Chap. 4, p. 9).
4. Resistance is a function of level rather than department organization. As Kreitner and Kinicki (2004, Chap. 13, p. 19) point out, "Extensive management training and socialization are required to deeply embed Theory Y and participative management values into the organization's culture." They argue that "This new
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