Rapid Recall Key 001–035

1. Technology supports delivery, but meaningful change occurs only when people alter behavior, accountability, understanding, collaboration and ways of working.
2. Horizontal accountability along the Information Value chain; shared stewardship; information quality as core value; quality as organizational capability beyond cleansing/scorecards; measure poor-DM cost and disciplined-DM value.
3. Organizations do not change, people change; people resist being changed; things are the way they are because they got that way; without push things likely stay the same; change would be easy if it were not for all the people.
4. Announcements, structures and systems do not create adoption until individuals behave differently.
5. People resist arbitrary/dictatorial imposition; involvement and understanding of vision/timing improve adoption.
6. Current practices often solved historical needs; learning origins prevents repeated mistakes and removal of useful compensating practices.
7. Some force must make status quo insufficient; otherwise people likely stay where they are.
8. A person who attends to people/stakeholders, listens actively, surfaces problems early and helps execute change smoothly.
9. A clear vision communicated vividly/regularly builds engagement, buy-in, backing and continuing support.
10. The psychological process people go through to come to terms with a new situation.
11. Ending → Neutral Zone → New Beginning.
12. Letting go and recognizing loss while understanding why change is necessary.
13. People value status, relationships, familiarity, power, competence and routines differently; leaders should not argue a loss should not matter.
14. Old and new coexist; uncertainty/disorder/mixed behavior are normal; it is the least predictable phase.
15. Involvement, experimentation/testing, PDSA-style learning, feedback, recognition and repeated communication.
16. Roles, policies and priorities are clear and the new way feels normal/right.
17. People move at different speeds; unresolved Ending/Neutral issues can cause reversion and weak embedding.
18. Complacency; weak coalition; weak vision; undercommunication; obstacles; no short-term wins; premature victory; failure to anchor in culture.
19. Allowing too much complacency / insufficient urgency.
20. Fear, overload, conflicting demands and alarm without coherent direction can make people retreat/resist.
21. Failing to create a sufficiently powerful Guiding Coalition.
22. Position power, expertise, credibility and leadership, supported by trust/common goal and cross-organizational influence.
23. Underestimating the power of vision.
24. Vision = compelling future direction/meaning; plan/charter = execution detail.
25. Undercommunicating the vision.
26. Permitting obstacles to block the vision.
27. Psychological barriers; structural/incentive/policy barriers; active resistance.
28. Failing to create short-term wins.
29. Visible evidence, credibility and momentum that reinforce vision/urgency.
30. Declaring victory too soon.
31. Neglecting to anchor changes firmly in corporate culture.
32. Show link between new behavior and improved performance, allow time, and make new behavior part of norms/future-management expectations.
33. Urgency → Coalition → Vision/Strategy → Communicate → Empower → Wins → Consolidate → Anchor.
34. Soften entrenched status quo positions.
35. Introduce and expand new practices and ways of working.

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