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The Rules of Change

Broad change, like changing an organization's culture is very hard to achieve because culture is vast and amorphous and, therefore, hard to teach or measure. The more specific the goal and the more limited the number of goals at any one time, the higher the likelihood of success, especially if there's powerful follow-through.

A change process that sets out to improve the perfor- mance of the business can, however, also change the organization's culture. That happens when the organization's decision makers are themselves models of the values, attitudes, and behaviors that the organization has now identified as what it really wants. That transformation occurs when people understand what's expected of them and how they should behave because they're working with and for people who tend to naturally do what's now considered the right things in the right way. Jack Welch, the former CEO of General Electric, who led the transformation of the corporation, would be an example of walking the talk, or the power of natural modeling.


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