ABSTRACT
People, organisations, sectors and society are all resistant to change. Continuing with the status quo takes less effort than changing. So why did businesses, governments and coos get involved in the examples of SLC? There are two basic reasons: they are pushed by crises and changes outside their control that make the status quo untenable, or they are attracted to envisioned opportunities about how things can be made better. Predictably, these motivations are often intertwined in any SLC initiative and the initial motivations and sustaining forces differ by societal system. Understanding the motivations and change dynamics at the sectoral and organisational levels is critical to creating a successful SLC initiative. A basic change strategy is to 'ride' these forces and design change processes to reflect them.
