Rapid Recall Key 036–070

1. Lock new approaches into culture and provide a platform for future improvement.
2. Regulation; security; continuity; strategy change; M&A; litigation/audit; technology change; competitors; media/external commentary; visible business problems.
3. No visible crisis; trappings of success; low standards; narrow functional goals; gamed internal measures; only internal feedback; kill the messenger; denial/reinterpretation; senior happy talk/past-success arrogance.
4. Crisis can sharply increase dissatisfaction/attention and break complacency.
5. Crisis can consume resources/attention and generate panic/firefighting.
6. With autonomy, middle/lower managers can drive localized change and connect operational evidence to strategic impacts upward.
7. 75% is Kotter’s critical-mass rule of thumb here, not a universal DAMA numeric threshold.
8. Position Power, Expertise, Credibility, Leadership.
9. Enough formal authority that blockers cannot simply ignore the change.
10. Relevant knowledge of the DM problem, work and stakeholders.
11. Trust/respect from affected people so messages/decisions carry weight.
12. Ability to create direction, strategy and movement rather than merely administer tasks.
13. Leadership creates vision/strategy and mobilizes; management provides plans, budgets, control/coordination.
14. Coalition leads/influences broad transformation; a steering committee may be a narrower oversight/decision forum.
15. No objections; no alternatives; outside views dismissed; evidence unchallenged; premature unanimity.
16. Evidence/scientific method; explicit criteria; brainstorming; leaders speak last; outside input; efficient teamwork; Plan B.
17. Trust and a common goal.
18. Common goal unifies team effort; change vision is the compelling future direction/meaning of the transformation.
19. Clarification, motivation, alignment.
20. Imaginable, desirable, feasible, focused, flexible, communicable.
21. It is a delivery target/enabler, not the future organizational outcome and why stakeholders should care.
22. Coalition repeatedly reworks the draft through teamwork, head/heart engagement and time until direction is clear, compelling and workable.
23. Keep it simple; metaphor/analogy/example; many forums; repetition; Walk the Talk; explain inconsistencies; Give and Take.
24. Remove jargon/unnecessary complexity so people can grasp and repeat the core vision.
25. Make abstract direction concrete and memorable.
26. People receive information in different contexts; one channel is rarely sufficient.
27. Important messages need sustained exposure/reinforcement.
28. Leader decisions, incentives and behavior match the stated vision.
29. Explain legitimate exceptions clearly/honestly, including rationale and duration where appropriate.
30. Two-way communication: listen as well as speak and use feedback to discover gaps/workarounds.
31. C = (D × V × F) > R.
32. Dissatisfaction with status quo.
33. Vision of a better alternative/future.
34. First credible, achievable steps toward vision.
35. Resistance—forces holding people to current behavior.

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