Were you paying attention?
Did you do the reading?
Like a Boss...
100

"Change happens when you make people _______ differently"

feel

100

Author of "The Heart of Change" and world-renowned expert on leadership at the Harvard Business School

John P. Kotter

100

Successful change initiatives start at the ......

TOP!

200

Name one inspiring teamwork example from video 2....

There were 3 to choose from: 

Racecar pit stop, crew/rowing, sailing a catamaran

200

In 2008 McKinsey surveyed +3,000 executives around the world and found that only one transformations in ______ is successful.

3

200

The ____ change model views top-management as sole originator of change ideas. Employees are constructed merely as auxiliary implementers.

Traditional

300

What are our names?!

Jordan, Mary & Lauren... duh!

300

What are the four stages of The Cycle of Continuous Change

Influence, Authority, Technology, Culture

300

"The bringer of good news" from the reading ‘The Underlying Structure of Continuous Change’. They sell the idea to other key organizational members to start the cycle of change.

Evangelist 

400

Name one instance talked about in the personal experiences segment

A change in ownership, a change in leadership & new ERP system

400

BPIs Transformation model has how many steps?

Name them....

7 steps..

1. Prelaunch

2. Transforming the Executive team

3. Planning the Conference

4. Managing Logistical Support

5. Facilitating the Conference

6. Implementing commitments & actions

7. Measuring the results

400

According to 'The Heart of Change Summary', you should be able to articulate a vision that is so clear that it fits on on _____ page(s) and takes less than _____ minute(s) to share.

1 & 1 

500

Briefly describe the small group discussion question/scenario

*Unsuccessful change initiative

*How has the formula played out in your company

500

What is the change formula?

D(dissastifaction)xV(vision)xF(first)>R(resistance)=


CHANGE

500

“There is a way to do it better- find it” –

Thomas Edison 

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