Why do many managers have so much difficulty getting people to make the changes that will help their organizations be ever-evolving enterprises? Ironically, in the 1940s psychologist Kurt Lewin provided two models that offer insight into what may impair learning and change. Lewin noted in his three-stage change model the need for people to first “unfreeze” (or unlearn) their current behavior before they can adopt more appropriate behavior. His force-field model provided insights into change by noting that even though there may be various benefits to adopting change, change will not take place if there are numerous counterbalancing or “restraining” forces. His observations apply just as well today.