As the speed of change increases, federal agencies are challenged more often to develop and implement improvements to existing programs, new programs to meet new needs, or adjustments to programs based on changed circumstances of delivery. Built on the foundation of systems theory, expectancy theory, and field theory, this research seeks to explain why some managers do not propose changes in their organizations---even when the very survival of the organization is at risk. By measuring the fields of influence encountered by managers, we find that the chain of command is supportive of change initiatives. Other organizational elements--human resources and legal staff were measured in this research--are, in general, indifferent about the managers' effort to change. Employees, on the other hand, are strongly opposed to any change with even minimal impact on their work habits and conditions. Based on a survey of 201 managers of Army morale, welfare and recreation activities worldwide, this research views the climate for change from the perspective of the activity manager. There are general findings, along with detailed analysis, that support the need for a change to the environment itself. Executives charged with reviewing and approving activity-initiated changes may find this study useful in developing implementation strategies. Managers may take comfort in knowing that their environment is highly consistent with the experiences of other managers. Support staff--particularly legal and human resources offices--may find the perceptions of managers to be incongruent with the service objectives. We hope that everyone can find enlightenment, or perhaps confirmation of their own experiences, in the responses of these managers, and can use this information productively in the management of their areas of responsibility.