My speculation is that at one time of another you have come across the following phrases; “don’t make a bad situation into a worse situation”, “choice is the period between the situation and one’s reaction”; “you don’t put a fire out by pouring a bucket of petrol over it; “it was not my decision, he/she made me do it”. Or how often have you responded to an email by immediately responding with a heated email. In principle you would type your response, wait a day to give yourself the opportunity to calm down and read the email again before sending it if you still felt that strong about it – or deleting it? Unfortunately there are situations where heated discussions take place and one does not always have the opportunity to take this pause. It is this pause that choice actually occurs and one that effective leaders have come to learn and master; because there is always an alternative.

Palmer et al (2006) states that change managers have a specific “image or mental model of what they think is achievable” (p. 9). Words such as “director, navigator, caretaker, coach, interpreter, and nurturer” (p. 24) may help in explaining how a change manager may consider their role within the change process. As indicated by various references we have read this week, there are numerous approaches to implementing change. But as Palmer et al (2006) points out, “we need to appreciate how our image both illuminate certain aspects of change and take us away from paying attention to other aspects” (p. 9). As demonstrated by the case studies in this week’s text, change must occur in order to stay competitive in today’s global arena. The digital age has made certain of this and organisations must adapt quickly to the opportunities it provides or they will die.