Challenge the conventional use of the term "resistance" in the context of change management within organizations. "Resistance" is inaccurate and misleading. Instead, use the term "unease" to describe staff reactions to change initiatives, acknowledging the complexity of human behavior and motivations. The three main reasons for staff unease are: cognitive dissonance, cognitive overload, and self-interest. Cognitive dissonance arises when staff's values contradict the actions or messages of the company, such as when layoffs occur despite leadership claims that people are valued. Cognitive overload occurs when employees are overwhelmed mentally, physically, and emotionally, exacerbated by the digital age and personal issues. Self-interest, while natural, can manifest negatively, particularly among middle and upper management during times of change. Resolve staff unease based on the REAP|Change™ Framework for People-Centered Change Management: Cognitive Dissonance: Engage and involve staff in the change process, ensuring alignment within leadership and with change objectives. Cognitive Overload: Implement changes gradually in manageable stages, provide support through training and resources, and simplify communication to ensure clarity and consistency. Self-Interest: Address staff concerns, offer incentives or benefits to mitigate negative impacts, and empower staff by involving them in the change process. Shift away from a mindset that employees are mere resources to fulfill shareholder objectives. Recognize their complexity and potential for contribution. Ultimately, organizations will navigate Change more effectively and tap into the diverse talents and perspectives of their workforce when they value the human potential within.