The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
John. p kotter eight steps change model (article)Karl Heinz
John .P Kotter eight steps model explaining the process of change for business organizations . He also mentioned the mistakes to be avoid to establish a new lover.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
John. p kotter eight steps change model (article)Karl Heinz
John .P Kotter eight steps model explaining the process of change for business organizations . He also mentioned the mistakes to be avoid to establish a new lover.
21 Critical Questions to Ask before Change ManagementCatherine Adenle
This presentation contains 21 critical questions to ask before change management. Before implementing a major change in an organization, to have clarity and a water-tight road map for change, certain critical questions must be asked and answered first. For change to be successful and for it to take hold, rushing into a major change without answering these 21 critical questions to ask before change management will certainly derail the change. These 21 critical questions will help all change agents, experienced and inexperienced, to plan a change in a well structured manner.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
Change agents - Organizational Change and Development - Manu Melwin Joymanumelwin
Change agents are responsible for managing change activities.
They see a future for the organization, which others have not identified, and they are able to motivate, invent and implement this vision.
Change agents can be managers or non-managers, current or new employees, or outside consultants.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
Intro to Python Workshop San Diego, CA (January 19, 2013)Kendall
These slides were presented at the Intro to Python Workshop in San Diego, California on January 19, 2013. This workshop was for absolute beginners in Python, and builds from the ground up. There were two projectors used in the presentation, one for showing these slides and one with a command-line Python prompt to show the execution of example code throughout the presentation.
The presenters were David Neiss and Kendall Chuang of the San Diego Python Users Group.
21 Critical Questions to Ask before Change ManagementCatherine Adenle
This presentation contains 21 critical questions to ask before change management. Before implementing a major change in an organization, to have clarity and a water-tight road map for change, certain critical questions must be asked and answered first. For change to be successful and for it to take hold, rushing into a major change without answering these 21 critical questions to ask before change management will certainly derail the change. These 21 critical questions will help all change agents, experienced and inexperienced, to plan a change in a well structured manner.
Want to drive change in your organization? Learn how to win the hearts and minds of your audience. See how people do -- and don't -- respond to change, what motivates them personally and professionally. This Slide Share shows how to assess and understand your audience's perspective, then frame your message to match it to maximize your momentum.
Change agents - Organizational Change and Development - Manu Melwin Joymanumelwin
Change agents are responsible for managing change activities.
They see a future for the organization, which others have not identified, and they are able to motivate, invent and implement this vision.
Change agents can be managers or non-managers, current or new employees, or outside consultants.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
Intro to Python Workshop San Diego, CA (January 19, 2013)Kendall
These slides were presented at the Intro to Python Workshop in San Diego, California on January 19, 2013. This workshop was for absolute beginners in Python, and builds from the ground up. There were two projectors used in the presentation, one for showing these slides and one with a command-line Python prompt to show the execution of example code throughout the presentation.
The presenters were David Neiss and Kendall Chuang of the San Diego Python Users Group.
The basics of Python are rather straightforward. In a few minutes you can learn most of the syntax. There are some gotchas along the way that might appear tricky. This talk is meant to bring programmers up to speed with Python. They should be able to read and write Python.
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
Definitions, Need to change, Positive & Negative reasons to change, Understanding Change, Traditional models, PDCA, AKDR,& Lewis Models, Managing & leading, Communication, Obstacle to change, Fundamental attribute errors, Change to next level, Clarity, Growth mind set, Right people, skilled incompetency, How to change
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Flevy Author Spotlight: Our Interview with World-recognized Change Leader and...Flevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/our-interview-with-world-recognized-change-leader-and-flevy-author-ron-leeman/
In 2012, Ron Leeman was awarded the distinguished title of Change Leader by the World HRD Congress. He has led numerous global Change and Project Management initiatives. Ron has also published numerous frameworks on Flevy related to Change, Process, and Project Management . These frameworks are his own, developed through his extensive experience of over 40 years as a Change, Process, and Project professional.
We recently interviewed Mr. Leeman to better understand his approach to Change and how it differs from established Change Management frameworks, such as Prosci’s ADKAR and Kotter’s 8 Steps to Change.
How did you first get started in Change Management?
That’s a good “starter for 10.”
It was in 1974–goodness me that was a long time ago!–when I worked for the Ministry of Defence (MoD) in the UK. I attended various courses related to RM Currie’s Work Study, including Method Study, Work Study, Work Measurement, and Organisation & Methods, at what was then the Royal Military College of Science in Shrivenham, UK (now the Defence Academy of the United Kingdom). Following the successful completion of these courses, I went back to work for the MoD to apply my trade. I can hear you say “but that’s nothing to do with change?” Well, actually, it was because they all involved observing the way people went about their work, mapping their processes, critically examining them, and coming up with a better way of doing things. This then had to be sold to managers and their teams and to implement the new ways of working!
Following my time with the MoD, I went to work at Abbey National (which became Abbey and is now Banco Santander) first as a Business Analyst and then as a Productivity Consultant and Profit Improvement Consultant, but, again, all to do with “change.”
In 1996, I started work as an Independent Consultant and, if my memory serves me well, I first called myself a Change Manager when I was contracted to work for, what was then, the Bank of Scotland on a Core Banking Implementation, which had a far reaching impact on changing the way people did their job.
If you want to know more about me, take a look at my LinkedIn profile and I am happy to accept connection requests from you.
You have pioneered your own practical approach to Change Management. Can you describe it and explain how it differs from other established Change frameworks?
MCL Slides "Ziel en Zakelijkheid' workshops > Compassie in de zorg > Project ...Salmaan Sana
These are the basic slides that I used during workshops that I delivered to the participants within the medical center in Leeuwarden on the spirit and professionalism of ones work.
Social Media workshop (Linkedin) for the "Adviesgroep Procesverbetering & Inn...Salmaan Sana
During the 'Heidag' that was organised for all the employees of PVI, I held a short workshop on Social Media with a specific focus on Linkedin.
The slides show merely the bare essentials, however it was more about getting the participants activated and start to make changes to their own profile in order of rhtem to translate their persona from offline to online using Linkedin as a medium to do so.
HEAD congres workshop "Ziel en Zakelijkheid" on the development of the functi...Salmaan Sana
This was a workshop that Peter and I had delivered during a conference on those that work within the finances of health institutes and how to combine the "spirit" and "professionalism".
It had a lot to do with the question:
- What is the role going to be for those working within finances?
This presentation is in Dutch so is more of the text, but please feel free to ask questions if you want to know more about it.
Bringing Compassion into Healthcare Education: A guiding workshop with teachi...Salmaan Sana
This workshop was held on the 19th of December 2013, prepared and delivered by Peter Vermeiren and myself for the educators of the Julius Center for the exploration and implementation of Compassion within Pharmacotherapy. (Apologies for the confusing mix of Dutch and English)
Our goal was to give information and insight on Compassion, exploring its definition and share existing knowledge, science and exercises. In the afternoon we facilitated a brainstorm and strategy session, using appreciative inquiry, on how compassion can have a more substantial role within the curriculum and in which form it would take place.
Within this slide deck we have added youtube video's of concepts and methodologies that we take inspiration from. During the workshop we shortly explained it however for those interested you can find the entire videos within the slides. These include people with whom we work with and concepts we believe embody the work we do within Compassion for Care.
This includes:
- Simon Sinek: His infamous TED talk about "Starting with Why" and actually how to inspire others to action using the golden circle (Why - How - What)
- Andy Bradley: Closing the Compassion Gap: We use an exercise asking our participants which attributes they would wish to see in their care - taker and this was taken from inspiration from Andy Bradley.
- Karen Armstrong: Her winning the TED Prize, sharing the concept of the Charter for Compassion and the video with the Charter
- Thupten Chimpa: Someone who worked very closely with the Dalai Lama sharing the "science" behind compassion.
- Richard Davidson: A very rich presentation on much of the research that has taken plan and is being done on Compassion and meditation.
- Marina Abramović: The beautiful art of 'really' being present and how she responds to the surprise of someone she loved dearly coming to visit her at her exposition.
- Chade-Meng Tan: Sharing his insights on his book "Search Inside Yourself" and how Google too is working towards a more compassionate manner of working.
- Paul Gilbert: Sharing his findings and his model on the 'Caring-Compasionate mind'. We use this to bridge between attributes of a healthcare professional and that of the ones we would wish to have when we are in need of one.
- Kirsten Neff: On the The Space Between Self-Esteem and Self Compassion with an exercise that one can do.
- Dr Robin Youngson: and a beautiful description of his work and book "Time to Care". Its a manual for healthcare workers on how to work compassionately.
- A video demonstration of the concept of Appreciative Inquiry
- A video clip from Patch Adams about looking past the way we see current problems
- The TED talk that launched Compassion for Care where we were given the stage at TEDxMaastricht in 2011.
Social Media workshop for network group 'Echoput' on the usage and specifical...Salmaan Sana
This workshop was for a network of individuals wishing to learn more about how to use Social Media both personally and especially professionally.
We first started with an introduction and a history concerning communication and the manner in which it is being done nowadays.
Many slides are very bare due to the fact that I gave exercises during those moments, such as usage of Linkedin. We went 'live' and the participants were adjusting and improving their profiles on the spot whilst giving feedback to each other and using best practices that we could share at that moment.
We held discussions on the usage of Linkedin, both personal and professional and the balance between the two.
Transvorm: Nieuw Organiseren samen met Smit/Kempink in Tilburg 15-01-2013Salmaan Sana
Together with Jan Smit and Georgette Kempink (from Smit/Kempink Development) we held a workshop day on "Nieuw Organiseren"(new organising) in healthcare and healthcare institutes.
Taking inspiration from Jan Willem Alphenaar's presentation during a ZW-plus (thanks for that man!), I combined information that I gave on the impact of social media on a generic sense, specifically within healthcare.
We then dived into the usage of Facebook for healthcare institutes as well as how to bump up ones personal profile using Linkedin. Taking Linkedin a step further then just getting your profile tweaked, but also finding ways to create engagement.
A fun dynamic day with all the people there, all of whom showed an openness to new ways of working and how to implement social media for themselves personally as well as professionally for the institutes they are representing.
ACE VU "Entrepeneurship Day 2012" workshop on How to stay focused once you've...Salmaan Sana
During the Entrpeneurship day 2012 at the VU university campus, I gave a workshop on "Focus" and how to keep it. With merely an hour to my disposable, I tried "focusing" on what I think the most important topic was, which was the question "Why?". Therein lies the answer to all productivity and time manegement questions.
The slides are a small representation of the workshop I gave, please mail me if you hav
Compassion for care presentation 26 02-2011Salmaan Sana
Presentation used to explain the history of how Compassion for Care started, where we want to go and how we wish to do so.
For more information please feel free to contact our team info@compassionforcare.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
36. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
37. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
38. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
I will become irrelevant if I do not change.
39. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
I will become irrelevant if I do not change.
I will be less competitive as a doctor if I do
not change.
40. My organization must change/adapt/do
things differently to remain competitive.
My organization will become irrelevant if it
does not change.
My organization approaches change
effectively.
I will become irrelevant if I do not change.
I will be less competitive as a doctor if I do
not change.
I manage change effectively.
49. Create Urgency
Identify potential threats, and develop
scenarios showing what could happen in the
future.
Examine opportunities that should be, or
could be, exploited.
Start honest discussions, and give dynamic
and convincing reasons to get people talking
and thinking.
Request support from customers, outside
stakeholders and industry people to
strengthen your argument.
50. Form a Powerful Coalition
Identify the true leaders in your
organization.
Ask for an emotional commitment from these
key people.
Work on team building within your change
coalition.
Check your team for weak areas, and ensure
that you have a good mix of people from
51. Create a Vision for Change
Determine the values that are central to the
change.
Develop a short summary (one or two
sentences) that captures what you "see" as
the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can
describe the vision in five minutes or less.
Practice your "vision speech" often.
52. Communicate the Vision
Talk often about your change vision.
Openly and honestly address peoples'
concerns and anxieties.
Apply your vision to all aspects of operations
- from training to performance reviews. Tie
everything back to the vision.
Lead by example.
53. Remove Obstacles
Identify, or hire, change leaders whose
main roles are to deliver the change.
Look at your organizational structure, job
descriptions, and performance and
compensation systems to ensure they're in
line with your vision.
Recognize and reward people for making
change happen.
Identify people who are resisting the
change, and help them see what's needed.
Take action to quickly remove barriers
54. Create Short-term Wins
Look for sure-fire projects that you can
implement without help from any strong critics
of the change.
Don't choose early targets that are expensive.
You want to be able to justify the investment
in each project.
Thoroughly analyze the potential pros and cons
of your targets. If you don't succeed with an
early goal, it can hurt your entire change
initiative.
55. Build on the Change
After every win, analyze what went right
and what needs improving.
Set goals to continue building on the
momentum you've achieved.
Learn about kaizen, the idea of continuous
improvement.
Keep ideas fresh by bringing in new change
agents and leaders for your change coalition.
56. Anchor the Changes
Talk about progress every chance you get.
Tell success stories about the change
process, and repeat other stories that you
hear.
Include the change ideals and values when
hiring and training new staff.
Publicly recognize key members of your
original change coalition, and make sure the
rest of the staff - new and old - remembers
their contributions.
59. 4 phases of a Change
Process
Alertness
Understanding
Acceptance you need to focus on
becoming a manager of
each phase
Action
60. The Change Process
Information Concerns
Personal Concerns
Management/Implementation Concerns
Impact Concerns
Collaboration Concerns
Refinement Concerns
61. Information concerns
What is the change?
Why is it needed?
What is wrong with the way things are now?
How much and how fast does the institution
need to change
62. Personal Concerns
How will the change impact me personally
Whats in it for me?
How will i find the time to implement the
change?
How it will affect my role in the institution
Do i have to learn new skills
63. Management/
Implementation
What do i need to do? (in what sequence)
Do we have the resources?
What happened if it doesn’t work out as
planned? (who can help?)
What other processes and systems will
change?
Is what we are experiencing typical?
Is the timeline appropriate?
64. Impact Concerns
Are we making progress? Are things getting
better? In which areas?
Is the effort worth it?
65. Collaboration
Concerns
Who else should be involved?
What more can I do to help implement
change?
How can we involve others in what we are
doing?
66. Refinement Concerns
How can we make the change even better?
What else can we change to get even more
benefits?
73. Members of a Change team
Problem knowers
Problem Solvers
Resource Controllers
Decision Makers
74. Problem Knowers
Individuals familiar with the people and
processes, situations, history etc.
Critical in helping define and clarify the
precise nature of the problem that requires
change
Often intimately invested in what needs to
be changed, so they may not always be
supportive of change
75. Problem Solvers
People with creativity and innovative thinking
Generate ideas and possibilities-Brainstorming
Often valuable to have people from outside
the domain
76. Resource Controllers
People with access to or control over
resources needed for implementing a solution
teachers, space, money, expertise,
technology, coordination
77. Decision makers
the people who have final authority or
approval
Can kill months of works in a few minutes
Keep them involved and informed
78. Leading the Change
Get the right people on the team
Pay attention to the interpersonal dynamics
of the team
Communicate communicate, communicate