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Several high school classmates meet after a class reunion and discuss the challenge of handling the changes in their lives. Michael, a business manager, says that he was afraid of change until he heard an allegorical story, which he proceeds to tell. In the story, two mice and two "littlepeople" — people the size of mice — live in a maze.
Sharawn Tipton is the chief people and culture officer at LiveRamp, a data-collaboration software-as-a-service company, overseeing human resources and culture across 1,400 employees globally.
Change management is faced with the fundamental difficulties of integration and navigation, and human factors. [citation needed] Change management must also take into account the human aspect where emotions and how they are handled play a significant role in implementing change successfully. [citation needed]
The change agent is to be prepared for having to address all of the above hazards and obstacles. Some of the things which will help the change agent are: A real need in the client system to change; Genuine support from management; Setting a personal example: listening, supporting behavior; A sound background in the behavioral sciences
A clear vision of the firm's new strategy, shared values and behaviors provides direction for the culture change. [70] Display top-management commitment (stage 4). Culture change must be managed from the top of the organization, as senior management's willingness to change is an important indicator. [70]
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The formula for change (or "the change formula") provides a model to assess the relative strengths affecting the likely success of organisational change programs. The formula was created by David Gleicher while he was working at management consultants Arthur D. Little in the early 1960s, [1] refined by Kathie Dannemiller in the 1980s, [2] and further developed by Steve Cady.