The facilitator implemented individual time monitoring methodologies in order to quantify how the individual leader’s time was being utilized.

Assessing the situation, the change agent implemented practices that focused on improving the department executive’s personal effectiveness by addressing perceptions about her abilities.

The change agent challenged the division leaders to a friendly competition between non-interactive divisions.

The executive was frustrated, important initiatives were being stalemated, the department’s individual leaders were anon--‐cohesive group and communication had broken down.