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A model for enacting change successfully in the organization. Arguing that re-engineering failed to consider human nature, this text takes an approach that makes human behaviour central to any change efforts. It supplies four "levers" of change drivers that managers and CEOs can use to successfully initiate change and give it momentum down the road. It then explains how to use the four levers to acquire 12 hallmarks of outstanding organizations. The four levers outlined here get employees to embrace change rather than work against it.