When Jorge Maldanado became general manager of the local civic recreation center, he realized that many changes would be necessary to make the facility a true community resource.  Having the benefit of a new bond issue, the center had the funds for new equipment and expanded programming.  All he needed to do now was get the staff committed to new initiatives.  Unfortunately, his first efforts to raise performance have been met with considerable resistance to change.  A typical staff comment is, Why do all extras?  Everything is fine as it is. How may Jorge use the strategies for dealing with resistance to change, as discussed in the chapter, to move the change process along?