Top-Down Commitment

Active modeling and championing of desired behaviors and values

Active sponsorship of and involvement in learning system and change efforts

Willingness to share power and authority (while still holding people accountable)

Willingness to live with the inevitable ambiguities and conflicts that come with organizational change. These include:

• Tensions between the need for organizational stability and inevitable upheaval

• Tensions between the need for immediate results and long-term organizational transformation

• Tensions between tactical initiatives and strategic plans

• Tensions between fostering employee loyalty/commitment and holding people accountable for their behavior and results

• Tensions between the desire for clear structure and the “messiness” of dynamic processes

• Tensions between the need to share power and the desire to hold on to power