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re. Historically, each employee's silent question will be WIFM (what's in it for me?) and how will it affect my local work and my local organization, as well as the organization as a whole?

The business case also addresses the feasibility and fundamental approach for the change management recommended. Thus, are the changes consistent with the current structure and culture of the organization, or are both of those going to have to be significantly revamped to achieve the desired end state? What are the financial, managerial, sociological, technological, and political consequences of the recommended changes as seen by both outsiders and insiders?

An examination of basic beliefs and assumptions underlying the recommended changes needs to be performed with the results made part of the business case to ensure that suggested changes are not accidentally biased by antiquated assumptions or belief systems. For a business case to be solid, it also must include some idea of, and characterize in some fashion, the future market within which the organization is going to move.

The strength and thoroughness of the business case will depend heavily on the size of the organization, the nature of its leadership, and the expectations of its customers and other stakeholders. These balances may be large-scale research balances all the way down to individual knowledge worker competencies, attitudes, and decisions on priorities or work or how to approach problems. As always, since everyone is potentially subjected to internal biases, erroneous assumptions, and misplaced beliefs, it is wise to get a second, or perhaps group, opinion to reevaluate how individuals or teams perceive the situation, their most effective aspects of work, or their balance points. From another perspective, all changes in organizations create/demand a change in a number of balance points. While often knowledge workers and leaders do not recognize that they are simply changing balance points, it is exactly these changes that can be so threatening to individuals if they do not recognize them as balance points and important aspects of the work.

证明领导的承诺——Demonstrate Leadership Commitment

When a respected senior leader clearly demonstrates commitment to a vision through words and actions, members of the senior leader's relationship network, which includes subordinates, quickly follow. In short, there are champions waiting to emerge throughout the organization: champions of theory and action, champions of specific processes or projects who are in fact already implementing these processes or projects at some level. In every organization there are forward-thinking individuals who push the edge of change, no matter what name that change is called by. It is the change agent's responsibility to find these individuals and spread the word of their successes, tying them to the vision of the organization. As leader after leader begins to demonstrate and communicate successes, large or small, other leaders recognize potential value to their focus areas of the organization. Interconnected successes quickly spread across the enterprise, proving the old adage 'success begets success.'

It is appropriate here to discuss the change agent's role in the organization. While the most effective chang本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。