Organizational context of change varies on two main dimensions. The first concerns the extent to which people agree on the outcomes or goals of change. The second concerns agreement on the means, on how to get there. Low agreement and high agreement contexts need to be managed in different ways. Where there is low agreement concerning both goals and means, they arguealong with Kotter and Schlesingerthat coercion, threats, fiat, and negotiation become necessary.

EXERCISE 11.2 Treating Initiative Decay (page 374)

Earlier in this chapter, we identified the top ten causes of initiative decay. Which of these factors apply to the recent changes in your organization? What additional factors, not mentioned here, could cause initiative decay in your organization? Considering each cause in turn, what treatment would you prescribe to avoid or reduce the decay?

Cause	Prescribed Treatment
Initiators move on. Accountability becomes diffuse. Knowledge lost through staff turnover. Old habits imported with new recruits. Change triggers no longer visible. New managers with their own agendas. Power brokers blocking progress. Pump-priming funds have run out. Other priorities diverting attention. Initiative fatigue, lack of enthusiasm. Other. Other.