NEW YORK ( TheStreet) -- Many companies are perpetually awash in improvement projects. Yet, all too often, projects succeed in producing committed deliverables, but fail to achieve performance goals. By the end, all that remains are project documents filed in electronic team rooms, like the final scene of "Raiders of the Lost Ark."Why do so many big ideas achieve so little? Because most projects focus on deliverables rather than on behavior change. If improvement projects fail to create behavior change -- if people do the same things this week as they did last week -- the project adds no value at all. For example, if you designed an outstanding employee selection protocol, but no one uses it, you failed. Changing behavior to align with business strategies is the objective of change management. Many executives underestimate the importance of change management. They think that good people will readily adopt "good" thinking. Not so. Even good people think about their own needs first. This makes leading change very complex. It not only requires excellent diagnostic and solution development skills, but also political insight and influence skills. These skills are difficult to teach in a classroom. They're learned through the school of hard knocks. Contrast the job of a physician with that of a change management professional. Physicians assess the patients' symptoms, triangulate the symptoms in their head or with the aid of a computer, render a diagnosis and prescribe a treatment. Now, consider the complexity of making large-scale organizational change. Is the diagnosis correct and solution sufficient to completely resolve the problem? How do the desired changes align with the organization's history, culture, processes and IT and HR systems? How must past disputes between key stakeholders be considered during implementation? Let's look at change management through three high-level principles.