Clients increasingly demand more value, higher-quality service, and faster delivery of solutions and services in a more agile environment fueled by rapid innovation. Clients are more interested than ever in the value consultants provide. On the other hand, consulting fees are not always larger, but they are more strongly tied to outcomes. Companies are paying consultants depending on their performance to get more value for the money. It's no longer a fixed fee; instead, you'll be paid according to whether you fulfill your performance goals or not. On the bright side, there's the possibility of doing outstanding work and earning a lot of money. The downside is that there is also a huge pressure to deliver. Change in organizations manifests itself in several ways often brought about by the work that consultants try to implement. Consultants should be able to recognize the signs that people will provide through their words, actions or behaviour demonstrating their resistance or improper preparation to change. The sad reality is that too often consultants are taken by surprise by this challenge. Below are two (2) well-known models that make us consider change from a person's perspective. What do these models imply about change when it comes to individuals? How would a knowledge of such models help a consultant deal better with his/her clients? Please explain. (10 points) The Kbler-Ross change curve Cha High expor Shock M THN Dane The Roller Coaster of Change Pre Nostalg Tuvel age Ca, depin Fengs of lon Neget go D DECISION Time pectati ch do Teding new stuctu ble solving choice Focalegkra Search Morale and competenca anock Frie gan pr Lowe Ensure that you provide the proper citations or references for your research. (5 points) b Time