Almost every manager I know struggles at some point with managing change. This can be for many reasons, but foremost among them is the degree to which people 'buy in' to the proposed changes. So why do some people resist change, while others thrive on it? 

Some key answers I believe can be found stemming from the grounbreaking work of Prof. Albert Bandura, of Stanford University, who is renowned for his work on Social Cognitive Theory and in particular what he has to say about the power of Self-Efficacy Beliefs.