their goal is to get employees on board in the hope that they will embrace and
support the change. When employees react with confusion, fear, uncertainty, or
question the change, managers mistakenly see this behavior as “resisting
change”. They forget that they went through the exact same process. They
had more time to deal with it and are now ready to move on.
This “lagging effect” of how people respond or organizational change is
called “The Marathon Effect”. It’s an important change model for leaders
to understand when planning and leading change.