overnance, rule of law, philosophy, and distribution of information, rights, and resources, challenges of efficiency, effectiveness, quality, and competitiveness, and challenges hinged of shared values, understanding, and cooperation (Lewis, 2011). These challenges span across many sectors of society, including private sector organisations upon which we depend for goods, services, and the basis of our economy; public sector organisations that run our communities, state, national and international governance; and non-governmental or non-profit organisations that promote community and leisure activity as well as provide for numerous humanitarian, scientific, professional, cultural, and social services (ibid). The three types of change are transitional change, developmental change and transformational change (Anderson and Anderson, 2010).

According to Anderson and Anderson (2010) developmental change is the improvement of existing organisational ways of operating, such as improving skills, increasing communication and making a business process more efficient. Developmental change does not ask people to alter their existing way of operating, but it triggers fewier human dynamics that transformation and does not affect the aorganisation’s culture (ibid).
Transitional change occurs when a problem is recognised in the current reality that need to be solved with a new way of operating (Anderson and Anderson, 2012). However, because transitional change entails the implementation of something different from what currently exists, it requires leaders to dismantle the current way of operating and systematically put in place a newly designed desired state (ibid). Transitional change usually has a start date and end date, as well as concrete outcome designed according to a set of preconceived design requirements (Anderson and Anderson, 2010). Traditional methods for project management are usually quite effective when managing transitional change, especially when the people impacted by the change are fully aware of what is going on, and are committed to making it happen (ibid). The most significant problems occur when managers view their organisation’s transitional change as purely technical or structural, and do not provide adequate change management support, especially when employees are stressed with heavy workloads (Anderson and Anderson, 2010).