They don't think the organization realizes what the change will cost in time or money. They have their own ideas about what the organization should do. They like the idea but believe the timing is wrong. This is the level where Maurer places most organizational resistance. Change upsets the precarious balance of a bureaucratic culture.
People resist change than runs counter to the rewards and punishments inside the organization.
If what is rewarded gets done, it's also true that what is punished is avoided,'' he writes. People are afraid they'll lose respect, status, power, or control. Individuals fear they will no longer be included. When they believe that they will be cast out as a result of a change, they resist it,'' he writes. People are afraid that a change is really the start of something bigger and deeper.