ABSTRACT
Additive manufacturing (AM) change comes in the form of radical design practices, changes in organizational structuring based on departmental functional integration, changes in procurement strategies and inventory control, changes in quality and inspection, changes in material development, changes in repair and overhaul tactics, and changes in production line tooling. This chapter explores the surface on cultural adoption of these changes. Modern-day researchers in the area of change management include John Kotter, Daryl Conner, Spenser Johnson, and Jeanenne LaMarsh. Timing, surprise, and peer pressure represent general resistance to change by employees. The squared boxes of bad management tactics, confusion, and self-interests are change specific reasons for resistance. These are often exhibited due to poor communications strategies rolling out new technology within companies. The largest root cause of industrial complacency resides in the "absence of a major crisis.".
