Due to the nature of the service that HSOs provide to their customers, these organizations possess unique attributes that distinguish them from other types of organizations such as commercial organizations. As a result, any changes to the status quo in these organizations cannot be predicted in the same way as similar changes in commercial organizations. Regardless of the change that occurs in these organizations, it is difficult to determine how the customers, the ultimate beneficiaries; he will not only interpret the change but also how the client will behave as a result of his interpretation. According to Professor Hillel Schimid, "of all the factors subject to change in an organization, the human factor is considered the most difficult and complex change." Despite their vast knowledge and experience, social workers and other professionals are often surprised by their clients' responses when interventions are implemented. Some of these clients revert to their previous behavioral patterns due to the change, as a result of counterproduction many workers often tend to maintain the status quo and avoid addressing the need to change or improve their clients' behavior. However, workers must realize that this fear of change is not beneficial to customers in the long run, simply because change, be it technological or structural, should be an opportunity for workers to teach their customers how to accept changes and learn to adapt to them. through skills training. While it can be a daunting process to disrupt the status quo, it seems to me that some workers are more afraid of disrupting their predictable work environments to maintain their routines, but nevertheless change is inevitable,… …half of the charter ......strative body that formulates and establishes regulations and procedures that govern the way in which the organization is to be managed. Their primary concern is ensuring that the organization operates efficiently. On the other hand, some rules established by the administrative body of the organization limit the discretion of professionals and therefore negatively affect the assistance received by customers. As a result, tension is created between professionals and the administrative body leading to structural conflict. This in turn affects the implementation of changes and often preserves the balance of the organization, as any move made by one party can generate resistance from the other party. Sometimes, when professionals request resources from the administrative division to improve the service offered to customers, the request is rejected due to lack of funding.