You are the Senior Director of Student Health & Counseling Services. This situation is "coming to a head," as reception staffs are engaging in infighting, while medical staff are forming allegiances with "their" receptionists against the counseling staff and "their" receptionists. You see a possible way to fix this situation. You believe that the way to improve this situation is to reassign all staff, with any reception, billing, or transcription duties (including student staff), to the Business Manager who is risk tolerant to change (who just so happens to have a BS in Business Education/ITAM). The medical director and director of counseling are not as risk tolerant to change as the business manager. You're getting ready to have an unofficial and off-the-record discussion with the business manager to float the idea. But before you do this, you want to review what you would need to do to make this change, assuming the business manager agrees to the new responsibilities. Furthermore, you have the legitimate positional power to just make the change on your orders, but you want to take the "long view" in exploring the implications of this change, and what it would take to convince the reception people, and the three administrators, of the "reasonableness of your ways." Therefore, you want to put together a little document to outline and review the potential impact of your new proposed strategy. use quinn's seven factors to propose a new strategy