Todd D. Jick, Susan Rosegrant
Harvard Business School (491022-PDF-ENG)
October 19, 1990
It describes three middle managers who act as agents of change. Emphasize your personal roles and your “state of mind” at two points in the course of introducing a major cultural change. Although his comments are only six months apart, they have entered a more pessimistic and sobering phase in the process of change. It allows students to see how dynamic change efforts are, how optimism levels can change, and what are the main concerns of change agents both in the midst of the organization and in the midst of change.
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