In Stage 1 we have tried to identify the major facts that should be considered by the change agent in establishing a good relationship with the client. We recognize, however, that most readers of this Guide will already be committed to various types of relationships that exhibit varying degrees of stability and promise. For such readers to make maximum use of the material presented here, they might ask themselves five questions to help size up their present relationship and give clues on how to make improvements.
Unquestionably, the successful relationship is the key to successful planned change. We hope that this chapter has provided a useful introduction to the essential features that make up such a successful relationship. We recognize, however, that the chapter cannot stand alone. A good relationship continues to build as it goes along. It will be strengthened by a successful collaborative effort in diagnosis and resource acquisition, and in selecting and installing the innovation. It will also be heavily dependent upon the personality and the skill of you, the change agent, and upon how clearly and adequately you have defined your own role.
The website's content is relevant to today's business, education, government and non-profit organizations as they attempt to implement new ideas and innovations in their organizations. It also provides case studies to help help understand the roles of Change Agents and the processes related to Change.