This workbook is designed for CEOs, executives, and senior managers who have been assigned to a new position with suf? cient authority, if not an explicit mandate, to enact change. My intent is to provide a foundation for how the executive can successfully introduce change into an organization by taking into account the various barriers erected when even the notion of change is ? rst introduced. The workbook provides a basic introduction to the dynamics of organizations that must be understood in order to introduce change successfully. Why lump the roles of CEOs, executives, and senior managers together? It might seem at ? rst blush that their respective ranges of authority differ enough to warrant separate accounts. That is indeed true. However, the expectations for each role usually ? it about the notion of “making things better,” which really means “change them.” At some point in their tenure, all senior managers will be invited to effect change in their organization. They may not have the same scope of authority and accountability to effect change as this workbook’s primary audience has. However, even they can pro? t from this workbook since it will provide background, suggestions, and questions that will broaden their perspectives on organization dynamics.