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Chapter 4: Building and Energizing the Need for Change

Across
Trustworthy leadership, trusting followers, capable champions, involved middle management, innovative culture, accountable culture effective communications, and systems thinking.
Clear, concise, memorable, exciting and inspiring view of the future
The degree to which the organization as a whole perceives the need for change and accepts it.
Pressure for change in the situation.
Mental models or sets of assumptions held by change participants about how the world works
Employees, union officials, human resources, managers.
Down
Suppliers, bankers, governmental officials, customers
Developed directly by the change leader
Idealized view of the short-term future after a specific change has been enacted
Engages a broader spectrum of organizational members in the vision framing process