Change is not about logic. While I may intellectually understand the purpose behind what you are asking me to do, my resistance is based on the fact that the effort to make the change is far greater than the effort of the status quo. As Newton proposed, a body at rest tends to stay at rest.
Change does not have to be a threat but realistically often is. Study after study has shown that we would rather deal with a sure but imminent danger than with uncertainty. As a leader then, if you are trying to explain to your people why it is important to change, you have to remember that you are only preparing the foundation. It is unlikely that individuals on your team or in your organization will embrace your argument until they either see the rewards or, more often, feel the pain of not changing.
I am not suggesting that you artificially create a situation of fear and pain. However, taking the "Leader-as-Protector" role too far can be self-defeating. The more transparent you are about the need for change, and the potential of what happens if change does not occur, the more likely you are to engage your folks on a meaningful level. The outcomes have to be communicated in terms of the impact on them, not just the impact on you or your organization. Once I begin to see how a lack of change will impact my wellbeing, I am able to accept the future and participate in the change with much greater understanding and enthusiasm.