Different groups have resistance for different reasons. There are a number of different strategies that can be employed. In general we would try to engage people in the process. If they have control of the process, they tend to be more likely to buy into that change process. In a case where that's not working, then you may want to use external controls. If an organization isn't buying into a process, then you may use regulatory controls to say, “You must do something.” Sometimes you can frame it as a stick or a carrot. If you engage people in the design of the process, they're more likely to comply with it and buy into it. If that's not the case, then at a regulatory level you would use that process to move people along.
My framework—this is dealing with managers rather than front-line staff—is that if the person doesn't change, the person is changed. You either get rid of the person or you get the person to change.