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1. The opposition or reluctance to change by individuals or groups within an organization.
2. A group of influential individuals formed to lead and support the change initiative throughout an organization.
3. A systematic process for managing changes to a project, system, or organization, including assessing, approving, and implementing change requests.
4. Open, honest, and continuous exchange of information between leaders and employees to keep everyone informed during the change process.
5. Celebrating and communicating small victories and quick wins to maintain momentum and increase morale.
6. The first step in the Kotter Model, creating a sense of urgency is about convincing people that change is necessary and must happen now.
7. The process of planning, implementing, and monitoring changes in an organization in order to ensure successful adoption.
8. Sustaining the changes over time by integrating them into the organization's systems, processes, and behaviors.
9. An individual or group responsible for driving and managing change within an organization.
10. Opposition, reluctance, or refusal to accept and support the change effort by individuals or groups within the organization.
11. The state of preparedness and willingness among individuals and teams to embrace and support change.
12. A change management model developed by John Kotter that provides a step-by-step approach for leading organizational change.
13. Giving employees the necessary authority, autonomy, and resources to take ownership and make decisions.
14. Embedding the changes into the organization's culture and ensuring they become the new way of doing things.