I often wonder why so many of us are resistant to change. In my own mindset, I can't change enough. Change brings stimulation, it keeps the hounds of boredom at bay and it often forces me to open my mind and think of new and different ways of approaching what appears to be the same problem. The key to all of this is the if you approach a problem with the same mindset that was instrumental in creating it then you are unlikely to solve it or prevent it for any length of time.Having worked on IT projects that create substantial change within an organisation or department I would never (now anyway) underestimate the power of the resistance. These groups of individuals can stop a project in it's tracks almost even though they have little, if any, authority to do so. Given this, there is rarely an opportunity that is too soon to engage with individuals, teams and departments to discuss any forthcoming change. But don't be fooled, this won't necessarily make your life any easier. You see, "they" know more about their work than you do - more than you ever will (some will say anyway). They already know where both the efficiencies and the bottle necks are and they "can't" be changed. At times such at these it is monumentally clear that there is no substitution for [a] buy in from the internal community and [b] a senior Change Manager. Being a Change Managers is not easy. Imagine having to listen to endless complaining, reasons why not to do something and plain resistance to your tasks. And before you say none of these things happen, think for a moment then about why Change Managers exist. Change Managers can also achieve what many scientists say is impossible - they can convert negativity (resistance) into positivity (acceptance).For change to be implemented successfully we all need to know why it is being implemented, better still understand why. Furthermore, it needs to happen fast. Slow change isn't change - it's just evolution and watching paint dry really is more interesting so few will ever be positive about this. Books are no good, unless they are case studies. Books that tell you how you could do something are next to useless, throw them away. Speak to someone who has done it, read about how they did it. It's not about how you could but how you can do it. this only comes from experience and not from theory. Every person is different and so every organisation is different, there is no out-of-the-box process to implement here. The implementation needs to be right for the organisation not right to fit a process or qualification.Understanding the impacts of change is difficult. Why? Because you actually need to do some work. You need to speak with people and find out what they do, how they do it, where, when, why etc. You then need to be smart enough to apply this newly gained knowledge to understand how these people will be affected by the change you are about the implement.It is often asked why doesn't a/the project manager manage the aspects of change. The answer is simple, the change manager needs to remain "high level" detached from the detail, distanced from any bias and external influence. Lastly, if the Change Manager is a separate function then this can be publicised and thus often be an ally, someone to listen. This is always good.