Many organizations launch change programs and action plans that disappear after a while but hopefully have had some impact on performance, even if we cannot be sure. The first challenge when initiating change is ensuring that every employee understands that this business system is not a plan of action; it is a faith that concerns what should characterize a very good business, and there is no option to that faith. It is important to put a lot of effort into making sure everyone understands this (Ahlberg & Nauclér, 2007). Long-term structural change has four characteristics: scale which is the change which affects all or most of the organization, magnitude which results in significant changes. of the status quo, its duration or duration and its strategic importance. Yet companies will only reap the rewards when change happens at the individual worker level. There is no single methodology suitable for every business, but there is a set of practices, tools and techniques that can be adapted to various situations. Using a systematic and comprehensive framework allows leaders to understand what to expect, how to manage their own personal change, and how to involve the entire organization in the process (Jones, Aguirre, & Calderone, 2004). A formal approach to managing change that begins with the management team and then involves key stakeholders and leaders should be trained from the beginning and modified frequently as change progresses through the organization. Because change is inherently destabilizing for people at all levels, when it looms on the horizon, all eyes turn to the CEO and leadership team for strength, support, and direction. Leaders themselves must accept the new approach... middle of paper ... perspectives they seek to create, and the guiding principles and practices by which they hope to achieve this. The fourth discipline is team learning. Through methods such as dialogue and skillful discussion, teams shift their collective thinking, learning to harness their energies and capabilities beyond the sum of their members' individual talents. The fifth discipline is systems thinking. In this discipline, people learn to better understand interdependence and change, and thus more effectively manage the forces that shape the consequences of actions (Green, 2007). This means that change must be driven by the development of skills within the organization, by managers and workers in each unit who create and take ownership of their change programs because they are motivated by pride in improve their professionalism and obtain better results (Ahlberg & Nauclér)., 2007).