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    For change to occur successfully, organizations have to:

    Ensure that the need for change is well-understood and communicated. Steps typically include: an initial diagnosis of the impetus for change; identifying strategies to assist in "unfreezing" or energizing the organization; reframing organizational problems and challenges; overcoming "change fatigue"; reducing common sources of resistance; and allowing time for individuals to work through their reactions to the proposed change. Building bridges between individuals and organizational units so that shared problems can be reframed is essential.

    Develop a reasonable vision of how things will be better in the future and make sure this vision is as widely shared as possible. A broadly-based participative process is created to identify shared purpose and values. A communication strategy is developed to support the translation of the vision into specific actions, and to mobilize the collective energy and commitment to the vision.

    Create a transition plan, a way to get "there from here". Specific interventions and tools are developed to help implement the identified organizational change and transition plans. These would include, for example, mechanisms to help individuals deal with information overload and preserve their sense of value, purpose, and belonging; intervention pilots and "change experiments"; education and training; methods for managing potential tensions between the present and future realities; and developing bridge-building and other forms of collaborative mechanisms and competencies.

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