In our last issue we began a series on understanding the dynamics of changing and leading a safety culture, and there we saw that the most difficult part about change is not the process per se, but the people you have to persuade. If you plan to undertake an effort like this then you have to anticipate the resistance that you will invariably encounter. It’s not a question of whether you’ll encounter resistance, but what level of resistance you’ll encounter. A failure to recognize, and plan for, this resistance is a sure-fire way to derail the effort. That means your implementation plan must include a way to manage the resistance effectively.