key factors – including emotions like fear and anger – which drives human beings
             behavior on jobs. Change is painful. When people are pushed to change, they push back.
             All changes, no matter how beneficial they may seem, cost someone something.
             Resistance to change is natural and inevitable. Two thirds of reengineering efforts fail
             due to people's reluctance to go along and buy management's own ineptitude and fear.
             In order for change to take place management must empower people and listen to their
             ideas. They must constantly communicate the company's goals and how they expect to
             achieve them. Management must also lead by example and be consistent. People will
             usually believe what they see and not what they hear. It is simpler to grasp and even
             champion these notions than it is to actually act on them. "Unless decision-makers are
             willing to acknowledge the full range of reaction to change, reengineering is an
             interesting theory and nothing more." Fisher, 1995)
             Although overcoming resistance is no easy task, recognizing the most
             common barriers to change can move things along. These barriers include: The element
             of surprise. People first reaction to change is often resistance. Instead of surprising
             employees with change initiative, management should involve them in the planning
             process. "This will transform surprises into forgone conclusions." (Armentrout, 1996)
             Fear of obsolescence. People will resist change that will make their skills and
             competencies obsolete. Implementing programs to retain workers fo
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