To be able to assist and participate directly to organizational changes, we need to know first how to honestly talk to people. We also need to understand the characteristics of each group within the organization. Plato summarizes in "Collected Dialogues" Socrates' views on how to persuade the "soul". Since there is determinant number the variability of approach results in a variety of individuals. A certain type of hearer will be easy to persuade by a certain type of speech to take such and such action for such and such reason, while another type will be hard to persuade. The person must fully understand, and next he must watch it actually occurring, exemplified in people's conduct, and must cultivate a keenness of perception instruction. People in general believe about what is plausible. And that is the same as what is probable while if actual facts do not tally to probability, nobody will care about the truth.
There will be numerous changes in an organization that decides that there is value in implementing changes, and some of the main business drivers for change management will be areas as Improve service quality (67%), Cost reduction (40%), Process Efficiency (34%), Risk reduction (32%), IT business alignment (30%) and Regulatory compliance (28%). 
When starting to look for ways to improving the service quality by a certain percentage, we will need to know who will make the changes therefore selecting the team members who will be leading these changes require more investigative work up front since they will be carrying them further in time.
The intent is not to prescribe hard paths, but rather an adaptable model for dynamic changes that promotes quality as a "must".
 Evergreen System (Casson 2006)