Change is not straightforward. People hold onto dysfunctional patterns and cannot easily change their perspective on life. Why this is the case is not always apparent, but in this age of discontinuity, organizations wishing to survive and grow must respond effectively to changing demands. Organizations are made from individuals, and change agents, it is suggested, must therefore recognize the interdependence of individual and organizational change processes. This can be aided by making the process more personal and, from coaching experience, it was found that by gathering insights about individual participants from their wider social spheres, all parties then acquired a stake in the change effort, reinforcing the values of openness and approaching situations differently. Social beings, however, strongly oppose change, with the painful-familiar favored over the promising-unknown, and thus it is suggested that several prerequisites of personal change are necessary for activating and sustaining personal transformation: the role of negative emotions, the focal event, and the public declaration of intent. Combined, these initiate the inner journey and, ultimately, an internalization of change. As the chapter concludes: Change is both a continuous process and an unavoidable fact of life; although it can be painful, nothing is more frustrating than remaining stuck.