ABSTRACT
One of the most difficult changes to implement is one that replaces a past practice with a new policy that will require people to put forth more effort. Such was the situation in the case described in this chapter. In this case, upper-level management recognized a problem and decided it had to be corrected. They recognized that both supervisors and employees would probably be opposed to it. They tried to communicate to the supervisors and sell them on the need to change, but the supervisors resisted. Finally, through extensive participation, the situation was corrected with a high degree of acceptance on the part of both supervisors and workers.
