Organizational change comes at a cost. It requires people to sacrifice something they value, whether it’s time, money, responsibilities, control, status, comfort, or relationships. The more your change effort disrupts those things, the more people will resist or even rage against it.

That helps explain why failure is so common, but there’s more to it. In a PWC survey of more than 2,000 global executives, managers, and employees, only 54% of respondents said their change initiatives succeeded — and the most frequently cited problem (by 65% of those surveyed) was change fatigue. Because change is near-constant in many organizations, people are hit by wave after wave of it, and they’re left feeling depleted. Another big problem is difficulty getting people to connect with the larger vision: 44% of survey respondents said they resisted change efforts because they didn’t understand the initiative, and 38% said they didn’t agree with the change.

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