How would you respond back to a classmate aadding references about After reviewing the team's overview of OLCU 615, one of the areas I would expand on is the distinction between structured change models and the human dynamics that often determine whether those models succeed. The presentation highlights Lewin, Kotter, ADKAR, and systems thinking, but it is also important to emphasize how these frameworks intersect with the emotional and behavioral patterns that people experience during transitions. As Deszca et al. (2024) explain, change rarely unfolds as cleanly as a linear model suggests, particularly because employees move through stages of shock, anxiety, resistance, exploration, and eventual commitment at very different speeds. Understanding this variability allows leaders to set more realistic timelines, avoid assuming uniform readiness, and consciously plan for the delay between formal decisions and actual behavioral adoption. Another useful addition relates to the four types of organizational change that Deszca et al. (2024) mention, which are tuning, adapting, redirecting/reorienting, and overhauling/re-creating. The team discussed change leadership versus change management, but adding this classification helps clarify that not all change requires the same level of urgency, messaging, or stakeholder involvement. For example, tuning initiatives like refining a reporting process can be handled largely through implementation and communication while overhauling requi