Change is not a natural state and its implementation requires very intense effort. A person who needs to change their routine expends an extraordinary amount of energy, much more than it would take to complete their usual routine. That being said, managers must anticipate and prepare for resistance to process and routine change. “Complex implementations and change initiatives in organizations typically experience a high failure rate” (Umble, M., Umble, E., 2014). Management should expect multiple levels of resistance and prepare accordingly. Resistance will manifest itself in several phases, such as: the argument that change is not necessary, the argument about the true nature of the problem, the argument about how the problem should be solved, arguments about details of how the problem will be resolved. the problem will be solved, arguments about how the solution to the problem will lead to additional problems, arguments about how the solution to the problem is not feasible, and many negative attitudes about the change process and the new problem.