To overcome this performance problem will require a paradigm shift in management’s approach to organizational change. Corporations are complex, people-centric organizations that can only assimilate changes at the rate their workforces can accept and institutionalize the new work procedures into their daily routines. This adoption of change depends mainly on two powerful human emotions that influence human behavior. The first, trust, is central to our thought processes, influencing how we think and feel about our relationships with people and how they can affect our lives, particularly regarding work changes that could be perceived as detrimental to our status quo. Second to trust is fear, which determines whether we will cooperate and embrace change or resist and undermine change because we fear that changes to our work will negatively impact us. These two emotions influence an employee’s perception of management, coworkers, and their position within the organization. Consequently, the successful implementation of transformational change depends on how each employee believes the change initiative will affect them, influenced by their level of trust in management and whether they fear that change may threaten their position within the organization.