Recently, my company has experienced huge changes. In the last year the company recorded a turnover of around 50%. Included in that turnover were all members of the executive team, excluding the CEO. As our company struggles to manage new employees and a new vision, motivation and morale seem to wane. In this article I aim to explore why motivation and morale tend to decline during times of change and investigate ways in which a company can maintain high morale during massive change. One of the main reasons why motivation and morale tend to decline during any type of change is because humans are naturally resistant to change (Change Resistance). People often tend to find a comfort zone in their job or company and feel uncomfortable when a change is made. People like the feeling of being safe and secure, and change often doesn't allow them to feel that way. It forces people out of their comfort zone and forces them to look at things differently. It can manifest itself in many forms in the workplace and can be public or private (Craemer, 2011). People also have narrow self-interest and will resist change if they believe they stand to lose something if the change occurs. They will focus on how the change affects them and not on the overall outcome (Ferguson, 2004). Managers and change agents must understand that resistance to change is natural. Every employee has a different level of tolerance for change. Some may be able to adapt while others will be afraid and resist (Ferguson, 2004). Many people will fear and resist change, or find it incompatible with their current job; they will often see it as a conflict. Three conditions favor the emergence of conflicts: communication, structure and personal variability...... middle of the paper ......roactive preformations: a longitudinal study. American Psychology Association, 95 (1). Herold, D. M., Fedor, D. B., & Caldwell, S. (2008). The effects of transformational leadership and change on employee commitment to change: A multilevel study. American Psychological Association, 93 (2).Huy, Q. N., & Mintzberg, H. (2003). The pace of change. MIT Sloan Management Review, 79 (6). Klein, S. (1994). Communication strategies for successful organizational change. Industrial Management, 26(5). Lawton, P. (1995). Initiate and manage change in your organization. The Management Accounting Magazine, 69 (no. 7). Melbourne, L. (2003). Managing organizational change: plan, execute, evaluate. KMWorld, s6 (2).Mishra, J. (1990). Manage the vine. Retrieved July 20, 2011, from Analytictech: http://www.analytictech.com/mb119/grapevine-article.htm