No matter how well designed and planned a change program is, there will always be detractors and resisters. Stakeholders resist change for a wide variety of reasons ranging from philosophical differences to psychological prejudices. When faced with organizational change, people express fear, uncertainty, and denial (FUD Factor), which can be identified through resistant behavior. For some people there may be multiple reasons. Making it more complex, people may actually be unaware of why they are actually resisting. This requires Change Management practitioners to investigate stakeholder resistance. Change opponents may resist overtly, voicing their objections loudly and often, or covertly, masking their defiance and posing a more serious challenge. Managing resistance poorly will lead to a delay in completing the change initiative, increasing the project efforts, budget requirement, and length of time needed to obtain anticipated results.