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By Michael Armstrong

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They tend to be dissatisfied with the status quo. 7. They are never completely satisfied with their own performance and continually question themselves. 8. They snap out of setbacks and quickly regroup their forces and ideas. 9. They are enthusiastic about the task and convey their enthusiasm to others. 10. They are decisive in that they are able quickly to sum up situations, define alternative courses of action, determine the preferred course, and convey to the members of their team what needs to be done.

Diagnose the likely cause or causes of the problem. Do not be tempted to focus on symptoms rather than root causes. Test any assumptions. Dig into what lies behind the problem. 6. Identify possible courses of action – spell out what each involves. 7. Evaluate alternative courses of action – assess the extent to which they are likely to achieve the objectives, the cost of implementation, any practical difficulties that might emerge and the possible reactions of stakeholders. 8. Weigh and decide – determine which alternative is likely to result in the most practical and acceptable solution to the problem.

1 Managers and leaders: John Kotter Management involves: Leadership involves: Focusing on managing complexity by planning and budgeting with the aim of producing orderly results, not change. Focusing on producing change by developing a vision for the uture along with strategies for bringing about the changes needed to achieve that vision. Developing the capacity to achieve plans by creating an organization structure and staffing it – developing human systems that can implement plans as precisely and efficiently as possible.

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