Obviously, the trainers, or consultant or HR specialists who put in their sincere effort in training or development have little understanding of the core-business or technology involved that make up the total system. To them, it is HR issue, not engineers'. In theory and in documentation, the core-business is addressed. But they have only taken a snapshot of the reality, assumed and being operated on as if it is absolute and whole. And in organisation, they form separate structure, department or committee on such programs like ISO 9000, Benchmarking, Reengineering etc. while they continue with the old management practice of existing structures, department or committee like management committee of their usual agenda, department meetings of the frequent fire-fighting issues etc.
Systems resist change because the parts are connected.
In the above cases, parts are separated without understanding the connectivity and relationship. Organisation will continue to face with dilemma and conclusion that there is Resistance to Change, in spite of their sincere effort and investment. There will be particular places where you can effect large changes with very little effort once you understand the system. This is known as leverage. The Leverage come about when there is profound understanding of the interconnectivity, interrelationship and interdependency of all the interacting parts by the concerned parties.