In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

$\backslash$table$[[$Original Source Material,Student Version$],[\backslash$table$[[$Major changes within organizations$],[$are usually initiated by those who are$],[$in power. Such decision$-$makers sponsor$],[$the change and then appoint someone$],[$else $-$ perhaps the director of training $-],[$to be responsible for implementing and$],[$managing change. Whether the$],[$appointed change agent is in training$],[$development or not, there is often the$],[$implicit assumption that training will$],["$solve the problem." And, indeed,$],[$training may solve part of the$],[$problem$....$ The result is that$],[$potentially effective innovations suffer$],[$misuse$,$ or even no use, in the hands of$],[$uncommitted users.$],[$References:$],[$Dormant$,$ D$.(1986).$ The ABCDs of$],[$managing change. In Introduction to$],[$Performance Technology $($p$.238-256).],[$Washington$,$ D$.$C$.$: National Society of$],[$Performance and Instruction.$]],\backslash$table$[[$When major changes are initiated in$],[$organizations$,"...$ there is often the$],[$implicit assumption that training will$],[\text{'}$solve the problem.$\text{'}$ And, indeed,$],[$training may solve part of the problem."$],[($Dormant$,1986,$ p$.238).]]]]$