One major implication of managing change presented in the text is that change is a process where there is a complex and not necessarily predictable relationship between actions and outco
One major implication of managing change presented in the text is that change is a process where there is a complex and not necessarily predictable relationship between actions and outcomes. With this backdrop, describe one or two main concepts presented in this course that you believe can be of most use to you as a change manager.
AT LEAST ONE CITATION FROM ATTACHMENT
Ｃｈａｐｔｅｒ讐ｒ綴
Ｓｕｓｔ訓ｎｍ９ Ｃｈａｎｇｅ ｖｅ『ｓｕｓ
豊ｎ菖ｔ脳ｔ～ｅ Ｄｅｃａｙ
Ｌｅａｒｎｉｎｇ ｏｂｊｅｃｔｉｖｅｓ
Ｂｙｔｈｅｅｎｄｏｆｔｈｌｓｃｈａｐｔｅｒｙｏｕｓｈｏｕｌｄｂｅａｂｌｅｔｏ：
国璽圃圃圃
ＵｎｄｅｒｓｔａｎｄｔｈｅＣａｕｓｅｓｏｆｉｎｉｔｉａｔｉｖｅｄｅｃａｙ ｔｈｒｅａｔｓｔｏｔｈｅｓｕｓｔａｉｎａｂｉｌｉｔｙｏｆ
ｃｈａｎ９ｅ．
Ｄｉｓｔｉｎｇｕｉｓｈｂｅｔｗｅｅｎｃｈａｎｇｅｉｎｉｔｉａｔｉｖｅｓｔｈａｔａｒｅ“ｂｌａ
ｎｏｔｂｅｓｕｓｔａｉｎｅｄ，ａｎｄｔｈｏｓｅｔｈａｔａｒｅ“ｐｒａｉｓｅｗｏｒｔｈｙ． ”
ー国璽圃璽圃
Ｄｉｓｔｉｎｇｕｉｓｈｂｅｔｗｅｅｎｃｈａｎｇｅｉｎｉｔｉａｔｉｖｅｓｔｈａｔａｒｅ‘‘ｂｌａｍｅｖｖｏｒｔｈｙ′ａｎｄｓｈｏｕｌｄ
圏圏瞳園
１ｄｅｎｔｉｆｙａｎｄａｐｐ１ｙａｃｔｉｏｎｓｔｈａｔｃａｎｃｏｎｔｒｉｂｕｔｅｔｏｔｈｅｓｕｓｔａｉｎａｂｉ１ｉｔｙｏｆＣｈａｎｇｅ・
圏圃 圏 圃
Ｕｎｄｅｒｓｔａｎｄｔｈｅｐｉｔｆａ－－ｓｔｈａｔｃａｎａｒ鷹ｅ ｗｈｅｎｓｅｅｋｉｎｇｔｏｓｕｓｔａｉｎｃｈａｎｇｅ，
ｒｏｍｏｋｅｏｄ／’？；ｅｒｅｎｃｅ． ”
ＴｏｍＢｒｏｋａｗ，ｊｏｕｒｎａｌｉｓｔ
３５６
ＣｈａＰｔｅ「１１
Ｓ”ｓｒｑ′′７′′７ｇＣ’？”′７ｇｅｌ’餅敬′ｓ方７ｍｑｍｉｅＤｅｃのノ
馴霞圏圏
ｌｎｉｔｉａｔｉｖｅ Ｄｅｃａｙ ａｎｄｌｍＰｒｏｖｅｍｅｎｔＥＶａＰｏｒａｔｉｏｎ
Ｙｏｕｒｒｅｏｒｇａｎｉｚａｔｉｏｎ ｗａｓ
ｉｍｐｌｅｍｅｎｔｅｄ
ｓｕｃｃｅｓｓｆｕｌｌｙ．Ｓｉｇｎｉｆｉｃａｎｔｂｅｎｅｆｉｔｓ ｗｅｒｅ
ａｃｈｉｅｖｅｄ．
Ｒｅｖｉｓｉｔｉｎｇｔｈｅｉｎｉｔｉａｔｉｖｅｓｏｍｅｍｏｎｔｈｓｌａｔｅｒ，ｈｏｗｅｖｅｒ，ｙｏｕｆｉｎｄｔｈａｔｔｈｅｎｅｗ ｗｏｒｋｉｎｇｐｒａｃ－
ｔｉｃｅｓａｎｄｉｎｃｒｅａｓｅｄｐｅｒＦｏｒｍａｎｃｅ１ｅｖｅ１ｓａｐｐｅａｒｎｏｔｔｏｈａＶｅｂｅｅｎ ｍａｉｎｔａｉｎｅｄ，Ｔｈｉｎｇｓｈａｖｅ
ｇｏｎｅｂａｃｋｔｏ ｗｈｅｒｅｔｈｅｙ ｗｅｒｅｂｅ危ｒｅｙｏｕｓｔａｒｔｅｄ． Ｈｏｗ ｄｉｄｔｈｉｓｈａｐｐｅｎ？ ＵｎＦｏｒｔｕｎａｔｅｌｙ， ｔｈｉｓｉｓａｃｏｍｍｏｎｓｔｏｒｙ．Ｅｖｅｎｓｕｃｃｅｓｓｆｕｌｉｎｉｔｉａｔｉｖｅｓｃａｎｄｅｃａｙ，ｌｅａｄｉｎｇｔｏ“ｔｈｅｉｍｐｒｏｖｅｍｅｎｔ
ｅｖａｐｏｒａｔｉｏｎｅ節ｅｃｔ”ａｓｔｈｅｇａｉｎｓａｒｅｌｏｓｔ．
Ｆｏｒｍａｎｙｏｒｇａ山Ｚａｔｉｏｎｓ，ｉｔｉｓａｓｔｒａｔｅｇｉｃ 無］ｐｅｒａｔｉｖｅｔｏｅｍｂｅｄ，ｔｏｈａｖｅ“ｓｔｉｃｋａｂ近ｔ％ ”ａｎｄｔｏ
ｍａ血ｔａｉｎｃｈａｎｇｅｓａｎｄｔｈｅｉｒｃｏｎｔｒｉｂｕｔｉｏｎｔｏｐｅｒ危ｒｍａｎｃｅ，ＴＭＳｃｈａｐｔｅｒｆｂｃｕｓｅｓｏｎｔｈｅＰｒｏｂｌｅｍｓ
ｏｆｓｕｓｔａ出血ｇｃｈａｎｇｅａｎｄｏｎｔｈｅｐｒａｃｔｉｃａｌｓｔｅｐｓｔｈａｔｃａｎｂｅｔａｋｅｎｔｏｉｎｃｒｅａｓｅｔｈｅｐｒｏｂａｂ近ｔｙ ｔｈａｔｃｈａｎｇｅｓｏｎｃｅｉｍｐｌｅｍｅｎｔｅｄｗｉｕｅｎｄｕｒｅ，ｔｈａｔｔｈｅｙｗｉＵｂｅｃｏｍｅｉｎｓｔｉｔｕｔｉｏｎａｌにｅｄａｎｄｒｅｇａｒｄｅｄ
ａｓｎｏｒｍａｌｐｒａｃｔｉｃｅ，Ｔ垣ｓｉｓｎｏｔａｎｅｗＰｒｏｂｌｅｍ，ｈｉｗｉｎｇｂｅｅｎ魚ｍｏｕｓｌｙｉｄｅｎｔ近ｅｄｂｙＬｅｗｉｎ（１９５１）
ａｓｔｈｅｎｅｅｄｔｏ“ｒｅ丘ｅｅｚｅ“ｂｅｈａｖｉｏｒｏｎｃｅｃｈａｎｇｅｈａｓｔａｋｅｎｐｌａｃｅ．ＴｈｅａｔｔｅｎｔｉｏｎｏｆＰｒａｃｔｉｃ血ｇ
ｍａｎａｇｅｒｓａｎｄａｃａｄｅｔｎｌｃｒｅｓｅａｒｃｈｅｒｓｈａｓ危ｃｕｓｅｄｏｎｔｈｅｆｉｒｓｔｔｗｏｓｔａｇｅｓｏｆｈｉｓｍｏｄｅｌ， “ｕｌぜｒｅｅｚ－
ｉｎｇａｎｄ“ｍｏｖｉｎｇ． ”Ｔ１ｅｐｒｏｂｌｅｍ ｏｆｒｅ丑ｅｅｚｉｎｇ，ｏｒｓｕｓｔａ”ｌｉｎｇｃｈａｎｇｅ，ｉｓｌｅｓｓｗｅｌｌｕｎｄｅｒｓｔｏｏｄ．
ｎｌｅｒｅｍａｙｂｅａｗｉｄｅｓＰｒｅａｄａｓｓｕｍｐｔｉｏｎｔｈａｔｉｆｃｈａｎｇｅｓｈａｖｅｂｅｅｎｓｕｃｃｅｓｓｆｕｌ，ｔｈｅｙｗｉｎａｕｔｏ‐
ｍａｔｉｃａｌｌｙｂｅｓｕｓｔａｉｎｅｄ．１１］ａｔａｓｓｕｍｐｔｉｏｎ，ｈｏｗｅｖｅｒ，ａｐｐｅａｒｓｔｏｂｅｉｎｃｏｒｒｅｃｔ．Ｓｕｓｔａ”ｌｉｎｇｃｈａｎｇｅ
ｍａｙ中ｓｏｍｅｃａｓｅｓｂｅｍｏｒｅｄｉｆ６‐ｃｕｌｔｔｈａｎ加ｌｐｌｅｍｅｎｔｉｎｇｃｈａｎｇｅ中ｔｈｅｆｉｒｓｔＰ１ａｃｅ，
Ｆｉｎｄｏｎ 海ｕｍｂｅ， ”ＯＣＭ：Ｓｕｓｔａｉｎｉｎｇ Ｃｈａｎｇｅ“（２０１７，３：３３ ｍｉｎｕｔｅｓ），
ＳｕｓｔａｉＰａｂ道ｔｙゴ畝ｌｐｌｉｅｓｔｈａｔｎｅｗ ｗｏｒｋ血ｇ ｍｅｔｈｏｄｓａｎｄｐｅｒあｒｍａｎｃｅｌｅｖｅｌｓａｒｅ ｍａｉｎｔａｉｎｅｄ
あｒａｎ ａｐｐｒｏｐｒｉａｔｅｐｅｒｉｏｄ ｏｒｔｈａｔｎｅｗ ｐｒａｃｔｉｃｅｓ
ａｎｄ ｐｒｏｃｅｓｓｅｓ ａｒｅｒｏｕｔもロｉｚｅｄｕｎｔ旦ｔｈｅｙ
ｂｅｃｏｍｅｏｂｓｏｌｅｔｅ，Ｗ′ｈａｔａｒｅｔｈｅｃａｕｓｅｓｏｆｉｍｔｉａｔ～ｅｄｅｃａｙγｗｈａｔｓｔｅＰｓｃａｎｂｅｔａｋｅｎｔｏ加ｃｒｅａｓｅ
ｔｈｅｐｒｏｂａｂ道ｔｙｔｈａｔｃｈａｎｇｅｓｗ皿ｂｅｓｕｓｔａｉｎｅｄａｎｄｂｅｃｏｍｅｅｍｂｅｄｄｅｄｉｎｔｈｅｏｒｇａｎｉｚａｔｉｏｎａｓ
ｒｏｕｔｉｎｅｐｒａｃｔｉｃｅ？Ａｓｗｅｈａｖｅｅｘｐｌｏｒｅｄｉｎｏｔｈｅｒｃｈａｐｔｅｒｓ，ｗｈａｔｉｓｃｏｎｓｉｄｅｒｅｄｔｏｂｅａｃｈｉｅｖａｂｌｅ
ｗｉｔｈｒｅｇａｒｄｔｏｓｕｓｔａ血血ｇｃｈａｎｇｅｄｅＰｅｎｄｓｏｎｈｏｗ ｍａｎａｇｉ鴎ｇｃｈａｎｇｅｉｓｕｎｄｅｒｓｔｏｏｄ．Ｔｈｅｖｉｅｗｓ
ｏｆｓｕｓｔａｉｎａｂｉ亘ｔｙ丘ｏｍｅａｃｈｉｎｌａｇｅｏｆｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔａｒｅｓｕｍｍａｒｉｚｅｄｉｎｔａｂｌｅｌｌ，１，
ＴＡＢＬＥＩＩ］ ｌｍａｇｅｓｏｆＤ４ａｎａｇｉｎｇａｎｄＳｕｓｔａｉｎｉｎｇＣｈａｎｇｅ
－ｍａｇｅ
ＶｉｅｗｏｆＳｕｓｔａｉｎａｂｉｌｉｔｙ
Ｄ′ｒｅｃｔｏｒ
ｌｔｉｓｔｈｅｒｅｓｐｏｎｓｉｂｉｌｉｔｙｏｆｔｈｅｃｈａｎｇｅｍａｎａｇｅｒｔｏｄｅｓｉｇｎｔｈｅｃｈａｎｇｅｐｒｏｃｅｓｓａｎｄｄｉｒｅｃｔ
ｏｔｈｅｒｓｔｏｃｏｍｐｌｙ，ｔｏｅｎｓｕｒｅｔｈａｔｐｌａｎｎｅｄｏｂｊｅｃｔｉｖｅｓａｒｅａｃｈｉｅｖｅｄ．
～ｏｖ′ｇｏｔｏ「
Ｔｈｅｃｈａｎｇｅｍａｎａｇｅｒｄｅｓｉｇｎｓｔｈｅｃｈａｎｇｅｐｒｏｃｅｓｓｔｏｆｉｔｔｈｅｃｏｎｔｅｘｔ，ｒｅｃｏｇｎｉｚｉｎｇｔｈａｔ
ｍｏｄｉｆｉｃａｔｉｏｎｓｗｉｌｌｂｅｒｅｑｕｉｒｅｄａｎｄｔｈａｔｔｈｅｏｕｔｃｏｍｅｍａｙｎｏｔｂｅａｓｉｎｔｅｎｄｅｄ．
Ｃｏｒｅｔｏｋｅｒ
Ｃｈａｎｇｅｏｕｔｃｏｍｅｓｗｉｌｌｂｅｄｅｔｅｒｍｉｎｅｄｐｒｉｍａｒｉｌｙｂｙｃｏｎｔｅｘｔｕａｌｆａｃｔｏｒｓ，ａｎｄｎｏｔｂｙ
ｍａｎａｇｅｍｅｎｔｉｎｔｅｒｖｅｎｔｉｏｎ．
ＣＯ。ｃｈ
Ｔｈｅｃｈａｎｇｅｍａｎａｇｅｒ’ｓｍａｉｎｒｏｌｅｉｓｔｏｈｅｌｐｏｔｈｅｒｓｔｏｄｅｖｅｌｏｐｔｈｅｃａｐａｂｉｌｉｔｉｅｓｎｅｃｅｓｓａｒｙ
ｔｏａｃｈｉｅｖｅｔｈｅｉｎｔｅｎｄｅｄｏｕｔｃｏｍｅｓｏｆｔｈｅｃｈａｎｇｅ．
′〃ｔｅｒＰｒｅｆｅｒ
Ｔｈｅｃｈａｎｇｅｍａｎａｇｅｒｄｅｖｅｌｏｐｓａｎｕｎｄｅｒｓｔａｎｄｉｎｇｏｆｔｈｅｍｅａｎｉｎｇａｎｄｓｉｇｎｉｆｉｃａｎｃｅｏｆｔｈｅ
ｃｈａｎｇｅｓａｎｄｗｈａｔｗｉ＝ｃｏｕｎｔａｓｓｕｃｃｅｓｓｆｕｌｏｕｔｃｏｍｅｓ．
～ｕｒｌｕｒｅｒ
Ｃｈａｎｇｅｏｕｔｃｏｍｅｓａｒｅｉｎｃｏｎｓｔａｎｔｆｌｕｘａｎｄａｒｅｌａｒｇｅｌｙｂｅｙｏｎｄｍａｎａｇｅｍｅｎｔｃｏｎｔｒｏｌ．
Ｃｈａｐｔｅｒｌｌ
ｓ”財α′″／″ｇ‐ｃ力α〃ｇｅｌ’ｅｒｓ”ｓＺ″′『′α互ｖｅＤｅじのノ
３５７
Ｒｏｂｅ「ｔＲｅｉｓｎｅｒ（２００２）ｅｘａｍｉｎｅｓｔｈｅＵ．Ｓ．Ｐｏｓｔａ－Ｓｅｒ‐
ｖｉｃｅ，ｗｈｉｃｈ
ｄｕｒｉｎｇ
ｔｈｅ
ｌ９９ｏｓ， ‘‘ｔｒａｎｓｆｏｒｍｅｄ
ｉｔｓｅｌｆ
ｆｒｏｍｔｈｅｂｕｔｔｏｆｓｉｔｃｏｍｊｏｋｅｓｉｎｔｏａｐｒｏｆｉｔａｂｌｅａｎｄ
ｅｆｆｉｃｉｅｎｔｅｎｔｅｒｐｒｉｓざ｛Ｐ，４５）．Ｂｙ２００１，ｈｏｗｅｖｅｒ，ｍｏ‐
ｒａ－ｅａｎｄｐｅｒｆｏｒｍａｎｃｅｗｅｒｅｌｏｗａｎｄｌｏｓｓｅｓｗｅｒｅｐｒｅ‐
ｄｉｃｔｅｄ．ＶＶｈｙｗａｓｔｈｅｔｒａｎｓｆｏｒｍａｔｉｏｎ
ｎｏｔｓｕｓｔａｉｎｅｄ？
Ｒｅｉｓｎｅｒ（ｖｉｃｅｐｒｅｓｉｄｅｎｔｆｏｒｓｔｒａｔｅｇｉｃｐ－ａｎｎｉｎｇ）ｂ－ａｍｅｓ
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