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  "documentTitle": "Transformation Ebook",
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  "notes": "The slide includes a numbered list representing a psychological progression of change adoption.",
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      "text": "Messages About Change Usually Do Not \"Take\" Until They Have Been Communicated Multiple Times",
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      "text": "1. I barely know what they’re saying.\n2. I’ve heard this before.\n3. Maybe they’re serious this time.\n4. They’re sticking to this. I think they’re serious. Maybe I should listen.\n5. OK. This is probably going to happen. It’s good for somebody else.\n6. I think you mean me.\n7. Here’s why you’re wrong.\n8. Uh-oh. I think I have to change.\n9. So now that I have to do things differently, explain my role in this again.",
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      "text": "stages of response to change messages: 9",
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      "kind": "paragraph",
      "text": "all, they will be asking busy people to use their time differently while ensuring that the incentives are in place to reinforce the new ways of working. They must not threaten with if-you-don’t-do-this messages; there should be four times as much positive reinforcement as negative. Additionally, leaders need to be careful not to alienate people by sounding too critical or dismissive of earlier change efforts.",
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      "text": "Governance: Sponsorship and PMO. If the three preceding elements—enabled leaders, executional certainty, and an engaged organization—are the arms and legs of a real change effort, then the governance, program management disciplines, and role of the PMO are its nervous system. The fundamental idea: to have a way to keep top executives engaged and updated on critical milestones, planned operational or financial impacts, and emerging risks and to provide them with the right information at the right time to take action.",
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      "kind": "paragraph",
      "text": "Successful large-scale change requires engagement and support at the highest levels of the organization. In most cases, a steering committee comprising some or all of the senior team of leaders likely to be affected by the program is in place. The committee members act as sponsors of key initiatives, providing guidance, solving immediate problems, and removing roadblocks, and they energize the broader management team and celebrate success.",
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      "text": "So now that I have to do things differently, explain my role in this again.",
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      "kind": "source-note",
      "text": "Source: BCG industry experience.",
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      "text": "EXHIBIT 4 | Messages About Change Usually Do Not “Take” Until They Have Been Communicated Multiple Times",
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