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Commandments of Influencing Change

1. Read the attached article: "Thinking about resisting change (with tongue tucked firmly in cheek)" by Elliott Berv. (See the attached file)

2. Select 5 (five) of the 26 "Commandments of Resisting Change" (See the attached file) and re-write them to be "Commandments of Influencing Change." Each one of your answers should contain the following elements:

a. Commandment statement - Opening sentence that expresses the key message of your (re-written) commandment for influencing change.
b. Theoretical background - References from Warner Burke and/or any of the articles you reviewed which can be used as evidence/arguments to back up your commandment statement. (Note: a "perfect answer" will contain more than one reference from more than one source.)
c. Applied example - Cite any real-world applied example (from Warner Burke and/or any of the articles you reviewed) which illustrates why your commandment is valid.

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Commitment Statement:
9. Provide training to employees. The training should be provided during working hours as an opportunity for development.

Theoretical Background:
A) Warner Burke points out that training is an essential part of organizational change ((W. Warner Burke, Allan H. Church, Janine Waclawski, 1993).

Applied Example:
Organizational development programs were implemented on a continuous basis in several organizations; It was found that training formed an integral part of organizational development programs (Benjamin Mwanzia Mulili, Peter Wong, 2011).

Commitment Statement:
10. There should be direct participation by the top management in meeting with the staff. Support from the top management is essential for organizational development.

Theoretical Background:
Support from the top is essential for organizational change and development. Participation in the staff meetings is essential (Wes Siegal, Allan H. Church, Miriam Javitch, Janine Waclawski, Steffani Burd, Michael Bazigos, Ta-Fu Yang, Kate Anderson-Rudolph, W. Warner Burke, 1996).

Applied Example:
This study actually collected responses from 111 top executives, several of them from Fortune 500 companies. They ...

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