通过 解释变革的原因、早期让人们参与，并在他们感到不适的过程中提供支持 来领导变革——人们会抵触他们不理解或没有参与塑造的变革。技术层面的变革通常不是最难的部分；人员转变才是。
一个框架
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1. WHY — make the case for change clear and honest (what problem, what's at stake)
2. INVOLVE — bring people in early; participation reduces resistance
3. COMMUNICATE — over-communicate; repeat; expect to say it many times
4. SUPPORT — acknowledge loss; some people lose projects, teams, or status
5. ITERATE — adjust based on feedback; show you're listening
承认失去
在重组中，人们会失去队友、所有权和舒适感。诚实地承认这种损失（"我知道这意味着离开一个你所爱的团队"）会比假装这全是积极的获得更多信任。