Change is a natural principle of life that includes physical, intellectual, spiritual, and behavioral change.

Leadership is an influence process aimed at transforming or changing the nature and character of people, structure, and system.

The process of change is to create dissatisfaction, unfreeze the status quo, make a change, and refreeze at the new, higher level of performance.

The evolving work community needs not so much creativity as it needs innovation, the actions of putting known ideas to work in new ways.

Dealing with change involves leaders in initiating change and accepting changes made by others that foster social, psychological, spiritual, and technological improvements.

Inner leaders have a legitimate role to play in every change event. Their task is to get followers to want to change themselves.

Innovative work communities are characterized by the presence of " resource slack," the presence in the work community of surplus assets.

How often do I link the changes the office is going through now with the changes it will have to face in the future?

Do I encourage innovation as a work-community strategy? Or do I face change reluctantly and hesitantly?

Have I trained my coworkers to embrace the uncertainty of change?

Do I have the skills to implement planned change efforts in my workplace?

Do I recognize that work-community change is different from personal transitions?

How have I helped people through their transitions? Do I plan for the people side of change as I plan work systems change?

Do I realize that leading people through change takes as much or more time than managing work-community change processes?