Visual Atlas — Maps 01–08
Map 1 — Chapter 17 Change Spine
Recall: TECHNOLOGY/PROCESS NEED → PEOPLE WORK/THINK/ACT DIFFERENTLY → FORMAL CHANGE MANAGEMENT → ADOPTION → SUSTAINED DM VALUE
Interpretation: Data Management improvement is a people-and-organization problem even when technology enables it.
Rebuild: Draw four boxes: enabling need → changed behavior → managed change/adoption → sustained value.
Answer check: technology can support delivery but cannot create changed behavior alone.
Source: 541–542.
Map 2 — Five Laws of Change
Recall: PEOPLE CHANGE | RESIST BEING CHANGED | CURRENT STATE HAS HISTORY | CHANGE NEEDS PUSH | PEOPLE CREATE VARIATION
Interpretation: five parallel principles explain why technically sound designs can fail.
Rebuild: Draw five parallel boxes—not a sequence—and place Change Agent + repeated VISION around them.
Answer check: laws are principles; Change Agents attend to people and vision must be vivid/repeated.
Source: 542.
Map 3 — Bridges Transition
Recall: ENDING → NEUTRAL ZONE → NEW BEGINNING | let go/loss → old+new/experiment → new normal/embed
Interpretation: transition is psychological; people traverse phases at different speeds.
Rebuild: Draw a time arrow; mark Neutral Zone as least predictable.
Answer check: Ending=loss/letting go; Neutral=mixed old/new + experimentation; Beginning=clear roles/policies + normalizing behavior.
Source: 542–545.
Map 4 — Kotter Error-to-Stage Mirror
Recall: COMPLACENCY↔URGENCY | WEAK COALITION↔COALITION | WEAK VISION↔VISION | UNDERCOMMUNICATION↔COMMUNICATE | OBSTACLES↔EMPOWER | NO WINS↔WINS | EARLY VICTORY↔CONSOLIDATE | NOT CULTURAL↔ANCHOR
Interpretation: errors diagnose failure; stages form the transformation process that addresses the corresponding weakness.
Rebuild: Draw two columns, Error 1–8 and Stage 1–8, linked horizontally.
Answer check: do not merge the lists—diagnosis and ordered process are different constructs.
Source: 545–550.
Map 5 — Kotter Eight-Stage Staircase
Recall: 1 URGENCY → 2 COALITION → 3 VISION/STRATEGY → 4 COMMUNICATE → 5 EMPOWER → 6 WINS → 7 CONSOLIDATE → 8 ANCHOR
Interpretation: 1–4 soften status quo; 5–7 introduce/expand new practices; 8 locks them into culture.
Rebuild: Draw eight steps and bracket 1–4 / 5–7 / 8.
Answer check: order matters; jumping to the middle weakens sustainment.
Source: 549–550.
Map 6 — Urgency Balance
Recall: TOO LITTLE: COMPLACENCY ← FOCUSED URGENCY → TOO MUCH/CHAOTIC: ANXIETY/FIREFIGHTING
Interpretation: urgency is a coherent reason to move, not indiscriminate alarm.
Rebuild: Draw a balance with focused urgency in the center.
Answer check: too little preserves status quo; chaotic urgency can create fear, competing visions and retreat.
Source: 545–546, 550–553.
Map 7 — Guiding Coalition Quality
Recall: POSITION POWER + EXPERTISE + CREDIBILITY + LEADERSHIP → TRUST + COMMON GOAL → ORGANIZATIONAL INFLUENCE
Interpretation: coalition strength depends on composition and teamwork, not committee existence.
Rebuild: Four inputs → trust/common goal → influence.
Answer check: lone sponsor or low-credibility committee ≠ powerful coalition.
Source: 553–557.
Map 8 — Vision Architecture
Recall: IMAGINABLE + DESIRABLE + FEASIBLE + FOCUSED + FLEXIBLE + COMMUNICABLE → VISION → CLARIFICATION + MOTIVATION + ALIGNMENT
Interpretation: vision combines compelling future content with usefulness as a decision guide.
Rebuild: Put six attributes around VISION and three purposes below.
Answer check: keep vision separate from strategy, plan/charter and technology implementation.
Source: 557–560.