When I ask clients what percent of their change initiatives’ desired outcomes are based on people changing their behavior, more often than not, their automatic answer is 100%. While that may not be entirely accurate, achieving business outcomes is largely based on people doing something differently. Whether it’s using new software, stepping into a new role or simplifying a process, there are expected organizational benefits of the change. When I ask the same clients about the level of resources they are dedicating to supporting their employees doing things differently, unfortunately more often than not, their automatic answer is little to none. So why the disconnect?