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Chapter 14. Organizations: The Change Process

Chapter 14. Organizations: The Change Process

  • A change process should be limited to one page

  • Goals should be concrete and specific

  • Organizations must reward the angels and fire the snakes

In June of 1998, I spent the day with key executives of Public Service Electric and Gas, a major utility with headquarters in Newark, New Jersey. American utilities had come to the realization that because their operations and values had developed when they were monopolies, they were unprepared to compete successfully when the industry was deregulated and became competitive. Late in the afternoon the wonderful, lively discussion we were having about what Public Service needed to change was interrupted by an executive who said, “Judy, this is all very interesting. But what I need to know is how to do it. What's the first step and the second…and then the next?”


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