Change can easily be managed with the simple process described in this chapter. If you think about it, most of us have a difficult time dealing with change. Change is usually OK as long as it means that others have to change, but we don’t. The refrain might go something like, “Go ahead and change others in the company but not my job.” Just like Tony in this chapter, he doesn’t want to alter his Tribal Knowledge. As we have seen, there are a number of examples of that in the book up to this point. As you go through your own War on Waste, it is important to realize that there is a great resistance to change.

The reason that we developed “No Blame” is that it is easier for the change process to proceed if everyone is able to save face with no reprisal. People are hard to replace so we give them an out with No Blame. No Blame allows employees to save face. At some point, we find that these obstinate resistors can and often will get in the way of the overall objective of the change program: eliminating waste to improve profits.
So they need to see that the process is good for the company and that overrides any personal issue that person might have to change. Get on or get out.

In addition, the reason we focus on high ROI (50 to 1) projects with less than $2,000 cost is that they are small and fast. Employees learn by doing. They experience success and as such earn the respect of their leader.