Abstract
Organizational change for mental health providers is becoming the rule rather than the exception as outside forces such as regulatory agencies and third-party payers exert increasing influence on the delivery of services. The pressure to adapt to shrinking budgets combined with demands for more effective services often puts many provider agencies on the defensive. In short, agencies must be able to demonstrate that they are, in fact, succeeding at cutting cost, increasing revenues, and improving effectiveness simultaneously. However, implementing organizational change is fraught with many challenges, not the least of which is the natural human resistance to change. This study provides a clear and simple process for identifying the most common reasons for the inevitable human resistance to change and suggests a strategy for overcoming that resistance to bring about successful organizational objectives.
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