Original Source Material

Major changes within organizations are usually initiated by those who are in power. Such decision$-$makers sponsor the change and then appoint someone else $-$ perhaps the director of training $-$ to be responsible for implementing and managing change. Whether the appointed change agent is in training development or not, there is often the implicit assumption that training will "solve the problem." And, indeed, training may solve part of the problem.... The result is that potentially effective innovations suffer misuse, or even no use, in the hands of uncommitted users.

References:

Dormant, D$.(1986).$ The ABCDs of managing change. In Introduction to Performance Technology $($p$.238-256).$

Student Version

When top$-$down major changes are initiated in organizations, people tend to assume that training is needed to help members of the organization change their behavior. While training might help, if people in the organization lack commitment to accept the changes, they still might not do what management wants them to do$.$

References:

Dormant, D$.(1986).$ The ABCDs of managing change. In Introduction to Performance Technology $($p$.238-256).$ Washington, D$.$C$.$: National Society of Performance and Instruction.