Yes, Marisa has a vision to improve the department with new technology and better training. But she's struggling to make it work because her staff isn't on board with the changes and is being resistant to learning the new computer software and taking the actions needed to implement the changes. How effective was Marisa as a change agent and social architect for the department? Marisa knows what changes are needed and started them, but she didn't get her team involved. Because she left them out, they're resisting the changes, which makes her less effective as a leader. Has Marisa created a culture of trust with her subordinates? Why or why not? No, she hasn't. Marisa didn't include her staff in the decisions, so they likely feel ignored, which makes them less willing to trust her or the changes. If you were to advise Marisa, what should she have done differently? If I were advising Marisa, I would tell her to get her team involved early by asking for their input and ideas. I would suggest teaching the new systems step-by-step, so her team isn't overwhelmed with all the new changes as well as allow her team to share their concerns and thoughts