Chapter 17 — 22 High-Yield Preparation Targets
Each target preserves the current Exam Map’s Know / Deciding clue / Preparation trap structure.
Targets 1–4 — foundations and Bridges
1. Technology is not the change
Know: behavior and organizational capability are the end test.
Clue: system deployed but work unchanged.
Trap: go-live = adoption.
Source: 541–542.
2. Five Laws of Change
Know: all five and what behavior each predicts.
Clue: imposed change, legacy rationale, no push.
Trap: turning laws into an ordered sequence.
Source: 542.
3. Change vs transition
Know: change = external new situation; transition = psychological process.
Clue: loss, ambiguity, letting go.
Trap: calling every project phase a Bridges phase.
Source: 542–545.
4. Neutral Zone
Know: mix of old/new, experimentation and confusion.
Clue: old is gone but new is not normal.
Trap: disorder automatically proves failure.
Source: 543–545.
Targets 5–14 — Kotter, coalition and vision
5. Kotter errors
Know: eight diagnostic failure modes.
Clue: symptom points to missing condition.
Trap: picking a process stage when asked why failure occurred.
Source: 545–549.
6. Urgency vs anxiety
Know: urgency mobilizes; anxiety/fear can increase resistance.
Clue: overload or competing alarms.
Trap: more fear = more urgency.
Source: 545–546, 550–553.
7. Guiding Coalition
Know: cross-organizational influence with power, expertise, credibility and leadership.
Clue: lone champion or weak committee.
Trap: any committee = coalition.
Source: 546, 553–557.
8. Coalition ingredients
Know: Position Power, Expertise, Credibility, Leadership.
Clue: authority but no trust/knowledge, or vice versa.
Trap: title alone creates coalition strength.
Source: 553–557.
9. Group Think
Know: no objection, alternatives or evidence challenge.
Clue: instant unanimity.
Trap: unanimity always proves alignment.
Source: 555–557.
10. Vision
Know: compelling destination that clarifies, motivates and aligns.
Clue: tool target or task list called vision.
Trap: plan = vision.
Source: 546–547, 557–560.
11. Effective vision attributes
Know: imaginable, desirable, feasible, focused, flexible, communicable.
Clue: too vague, rigid, unbelievable or complex.
Trap: specificity alone = strong vision.
Source: 558–560.
12. Communicating vision
Know: simple, examples, many forums, repetition, Walk the Talk, explain inconsistency, Give/Take.
Clue: one-way campaign or deeds contradict words.
Trap: repetition fixes hypocrisy.
Source: 560–565.
13. Short-term wins
Know: visible credible proof that fuels change.
Clue: long horizon or skeptical stakeholders.
Trap: win = completion.
Source: 548–549.
14. Anchor in culture
Know: tie new behavior to performance and future management norms.
Clue: change depends on one champion/special support.
Trap: policy publication = cultural anchoring.
Source: 548–550.
Targets 15–19 — Gleicher, Rogers and sustainment
15. Gleicher formula
Know: C = (D × V × F) > R.
Clue: reason/future strong but no first move, etc.
Trap: inventing a numeric score.
Source: 565.
16. Rogers adopter categories
Know: Innovators 2.5%; Early Adopters 13.5%; Early Majority 34%; Late Majority 34%; Laggards 16%.
Clue: social spread/tipping point.
Trap: category = adoption stage.
Source: 565–568.
17. Rogers adoption stages
Know: Knowledge → Persuasion → Decision → Implementation → Confirmation.
Clue: awareness / attitude / choice / use / reinforcement.
Trap: Early Adopter = Persuasion.
Source: 567–569.
18. Rogers acceptance factors
Know: relative advantage, compatibility, complexity, trialability, observability.
Clue: fit/ease/testability/visibility.
Trap: trialability = observability.
Source: 568–569.
19. Sustain after driver fades
Know: renew urgency, broaden vision/coalition, make advantage visible.
Clue: audit closed and funding disappears.
Trap: initial project was the entire transformation.
Source: 569–571.
Targets 20–22 — ongoing communication
20. Data Management value by audience
Know: solve stakeholder problems/pain, show future success, avoid jargon, use stories, use fear carefully.
Clue: executive vs compliance vs frontline needs.
Trap: one technical message for all.
Source: 571–573.
21. Communication-plan elements
Know: Message, Goal, Audience, Style, Channel, Timing, Frequency, Materials, Communicators, Expected Response, Metrics, Budget/Resources.
Clue: plan is missing who/when/how/measure.
Trap: message alone = plan.
Source: 573–575.
22. Communication success metric
Know: understanding, willingness, ability and ultimately behavior change.
Clue: many sends/views but no changed work.
Trap: activity counts alone prove success.
Source: 574–575.