Managers need to embrace change, when it is needed, and understand how to successfully implement it. This is especially important when there is resistance to change. There are some super-trends specifically shaping the future of business: (1) The marketplace is becoming more segmented; (2) competitors offering specialized solutions require we get our products to market faster; (3) some companies are unable to survive disruptive innovation; (4) offshore suppliers are changing the way we work; and (5) knowledge, not information, is becoming the new competitive advantage.

Bergman's Supermarket is holding an executive session to discuss potentially converting its stores to being completely automated. The company is one of the leading supermarkets in the country with hundreds of thousands of employees and is led by a third-generation Bergman. Investors are pressuring the company to start investing in innovative processes in order to stay competitive. One executive just wrapped up a presentation to the group and there are differences in opinion in the boardroom on how to move forward. How is the leadership team handling the situation? How would you?

Click theBlack right pointto watch the video. Then, answer the questions that follow.

Let's assume the company went forward with the change, but Zoey still isn't a big fan. She can see some of the benefits of automation and isn't hostile to it, but only does the minimum necessary to facilitate it. Based on the commitment-compliance continuum, what would be her disposition?

Multiple Choice

• Formal compliance
• Grudging compliance
• Noncompliance
• Commitment
• Apathy