ABSTRACT
There are many reasons why people resist change. Whenever someone is threatened by another person coming along to interfere with their work, their practices, traditions, status symbols, office location, or beliefs, there is trouble. Front-line workers are also often resistant to change. Changes in the process may change this culture, and not give them the satisfaction or benefits to which they have become accustomed. Worse, the process changes may eliminate the need for their position. The introduction of continual improvement is actually a small change. What associates are asked to do is to improve existing processes through small changes to increase customer satisfaction. A smallest group was openly hostile to the concept of continual improvement. Younger associates may have been more hostile internally, but knew enough to give "lip-service" to new proposals by top management.
