Using Kotters 8 step process for change, analyze the success and failures of this change effort. B) What would you recommend to the university president about how the change process could be sustained?

The Change Story of Crown University Manurement 668 CASE Alex Katrinli Bekir Emre Kurtulmu rge.2cdecit ur. Learning Objectives . : :derado clande r vi . Tedenr. possible poble.club. Jr . T: cercis site da UF IHRER 13Iniy. XX I LILIP .. . Containersity ratonerlaradt.de carly 2000s la istuabul, Turks. II-oue: ue Messi wa preparata y cicols the schools are specitico e corry ad lhes solely serve The students wboypore for the cele ALS U or wide reliemet high school sturl.is c. tas la order to ga t e uversity. All the prepuscolare 20 emned by le person. The hos Sie highly centralized occu r les igifier all possless. Low LITLIST Terug p rice. De S e allin y S. Iscidis loter hic coul . 10. Scalco studeus, id u falures. This will ti: Stiili 20 whetic WC DO uudestaduate Courses.cluy NIJOS :10. Baik U tbewereine des coule:si. edin.c.101: due to hide berat sekta odred by dostosos. T outry on cf the youngest populations LI L , d a r silip and li t er ol plisce l'er. Adenou o CILLYsty pelelL U slide's su LC , which is conducted in a ccatral CEI LIETIZILVL. T:1 additis. ACIC VOTO c utis..allalalous. Lust alates by the IT C 's Erity ICC YOR!Les and regulatioas were dx. EXCLUST E UE : LILIOUL of three lillly her les carne way or ad. ad l. 2. coc establis.d by its' state on collegerul lundites This fed the number or ice. Tacre w.. a big opportuoty a to nurk:t, but I X. Liu JLISLIT. .W e very stic Nevertheless. There were s e snall Complex in 12 : W el that it was still missloc.cage the schooi asets opret! Sello D uo fo:nation. This was a cal indicaron oliowane by the cale of.Sad also depxis | per s oal ini T alib initial pening, alasan 12cy. I WAS a ttbooi wire che Sladels could becereye.it of t ... 'Ik stabilisation did not have come gli: C. NOT OP . px .cups Daugosl. Wershtu sic comes within the city Pribovaly X LSIV, Theis siratioa becue curther sousplaated by the C L I:Sklenler lonk.ng to cercalincaricato e t iversity. The cy's Wis lights Sextel. Nid 10 lecari 100 th you! Le w e l ve disadvantage. The g u y .cw. deuls lexiserede xul Arthastic za fronte Sopiane. cage the wood .cost of beiden S ee This was wie like a VI . A VONTA . LIT Dole rrieri CELL enhet Ordenies toket Pluds. This job at 20 WAS. Sulla Cated S eries e svilex's wa srly registered into the preparar bol... xLvived bad the outc! a ntian Loplover VINAS mely .gh as they did not be covela qualitinians in die at a law they were able to work in a wa l l. Tie titike 1 rete protetor beliels. This is was also SCT 20 by t y h im they miles . be able to Paratura . lu . Horvate. Il c h e si contial the - m ?T7209 .289:774-32-21 W MF OS X Cigar cation Development & 20122016 ANCO. C ECI Devebrer : : misition 1 cho em crveiles i: the c ry. Acceptanec to ty was very citicult Iberice, he so wole e very p arade Talent. Lad lounacks trou de conta ... T. didi.x. Le order i s er registrativas an intens ceciveschwlars rips. It was a very S.CC Sil pronolol ad orkes well well withir lus v i l. The instinction came i Los leides Li k e Wrence.. the sh e shilly stud I'LT OCH scuols. He El Culo tiltale ! 2i'd ecito S There were so frohled. Ac c Teltis reikia galitica ai o cocosate 101 that the e catolas Valenbloccato.ners: UKOLL Wytrw alever les semaindedIn simo. nexar hey were 21::. Iracks to exc e l ey were ut deserved. This was Le ha de conei mie der about lowers. tbe tacully got lossible. As exull. Le Lubendents in the school. This i'crcased t o ale SCIOUS BLU: Custry this tours pocs of this SUCKS kept te sau anapelerini Curacy and a co...ralized SCOLL..Il Louis te butedite il Vicinan and ice. from the amy. That Ali binor led bure:ILICT. He also beere Juski LOR E uracely The Establishment of the Undergraduate School (A Big Step for Growth) To 09. the cool trastmed isla tikuversub LouStd: ot sluders Ir the countries wbici specule. Lorsche na-for-rottinsa dizain ey' arc citler' stare undecor Stad fuckies. State UDLS ac fote offers, but feration , series change a certa mont of tees ch yea. CTWL K Y is a tourn er is controlled hy a forma 115 kere were ideix of the corral gov e ry. Wcbwnlros x cekil: .: skileo (ULLEITERES. There ac stranis miesandcu...os establis.. . luca Terrikuleer Chimicities within the Critics pre le school is a board of Trustees is responsible for managerial 144 Adderles The Liversity's tutuc direct toestelle h very strong in the niniversity is the pur sile nithe smally as the tiversity The reasons for Speed We seat in the stat: v t.lies cred :19:00ee the 21ZL preze. a l wealigi brothers acids carpet Cli ppucinity: 11:12 A .Very went also .. 2 sbile w In addition, estublisbuse a rversu ll wout tears: R Erede of the other . ors. For example, the tocader of the UU. JS. I d eol Loe lurk search six Union la icidi...awhmen . W i nw thISIYO close contas: stal l Wement. The aid make it mierconter !isins. 0 20..try pecific CLS'ULDSTADcts. T OLDJAD JINX hay with a larvuur of facie's C astle Cooni ald nuestrive . Lincully unrise 2.12.0ccues tactly 1:3 aus WTOCHOWU bent s es Welt easy lu stolis: It was long demand from saudents tor! UU. vel Lice.lies 50" inte vastu tigh cak e ...ieva. T ext stop is de teatru ani. Il as a lisicut proces because blasburg wolten stores curs lake lire embers are curhus only a tiny 2.cccplats X OTAL: Voratlles. Ilie er illiac bepaalla The X80s culture to prepay schools. He believed to have s tron tub e only armeneganostalog Cgan uztion Development (3 IT IS! CHAPIC Hp:: Piston. . A artikel tar he beliera VASANT921601.233.77. milihl 442 ah der Liste A DF43.2123 . 29 1.1.2015 -1991 Apr Kecha 12 cleveb Ul.. . Cup i n th tree of the company. The believed that this goal could b eco: il est resoures Lit was to live increased in the company and the last decided l : I L ILLUCS in ases Lil OL i Jotis, lor Die with real af rhieni di distinc t s ud i ployees. Ils der sich H IS WC WWIC n k of the decisions coches kibride che pe should be well in Wielle es. le C2 carctiti ..THIS OP LADO SI decided to begin he can processes .. nga 210 editor. 1.19 g planned w ere the incomio PC:S.CCOLETUD! In one mbegin to ocess. they be also te l lop its in the cay. The protowy WARS url: of consultants, lley were alle rust pliuter's Tad been discussed wal:..and low-c: 20 geis. SO WHIC o pled in process. Expectations to Werelu ulici: Liiketersily and estan i wieressay change the car t u . By dong so the place to wil U:al, il cuerit Silcess. T. TOTE Wald 1: made the .DLYarty telles respected acadenc tenulis. echiveness and . Atibehesus, ir lieliler. ke change the technological structural. sulejos was. He word ell er u t e change agents. The cold.azku Still Streal leunclo cal chases, which would ever si alte llore e R i viduals bol.1 MS Fosed lo he det. lectulogu u wil lerst rupene besit was casy. New class apter systemet acquired and a partida. W trotrec Ilvong , hic chucentenstantly hind loves to a world- clairacha environment. This was supported by s a LULLS Liment This representar uly th's rip of the chic. and CCHT LCCUSSIC Cheesus de l e s I rated that the past..they tele a kpdow.los la change 7 . Welt LORELLI: school uy lopi X Trener cleariaci Comi tiou. SJxe tactical and cational level oployess lado de colle Aireselilere was an ATM niseelam the fact that studer was will be will (barges that w hich the aged 12 azized.INL. wud gration Development & cha I... .! HX93877-22 - 1 2 /22-18 Cracking the Code of Change CEOs who embrace Theory O find that their loyalty and commitment to their employees can prevent them from making tough decisions. was an quality to Norman's leadership style. As he put it in his first speecit "First, I am forthright, and I like to argue. Second, I want to discussissies as colleagues. I am kuking for your advice and your disagreement." Norman encouraged dialogue with employees and cus somers through colleague and customer cir cles. He set up a "Tell Archie" program so that people could voice their concerns and ideas Making way fox opposite leadership styles was also an ewential ingredient to Nomas- and ASDAS S . This was most clear ia Norman's willingness to hire Allan leighton shortly after he took over. Leighton eventually became deputy chief executive. Norman and Leighton shared the same and values, but they had completely different personalities and styles. Norman, and reserved in pressed people with the power of his mind his intelligence and business acumen. Leigh lon, who is warmer and more people oriented worked on employees' emotions with the power of his personality. As one employee told us, People respect Archie, but they love Allan Nim was the first to credit Leighton with having helped to create emotional commit ment to the new ASDA. While it might be pos sible for a single individual to embrace oppe site leadership styles accepoing an equal partner with a very different personality makes it easier to capitalize on those style Leighton certainly helped Norman reach out to the organization. Together they held quar terly meetings with stue managers to hear their ideas and they supplemented the meetings with impromptu talks. Focus simultanerisly on the hard and soft sides of the organization Norman's immedi ate actions followed both the goal of increas ing economic value and the goal of trans formine culture. On the side, Norman focused on structure. The removed layers of erarchy at the top of the organization, fired the financial officer who had been part of ASDA's disastrous policies, and decreed a Wage frecze for everyone management and workers alike. But from the start, the OSD egy was an equal part of Norman's plan. He bought time for all this change by waring the markets that financial recovery would take three year. Norman later said that he spent 75% or his carly months at ASDA as the con puny's human resource dinector, making the organization less hierarchical, more calita ian, and more transparent. Reth Norman and leighton were keenly aware that they had to win hearts and minds. As Norman put it to workers. "We need to make ASDA a great place for everyone to work." Plan for spontaneity. Training programas, total quality programs, and top-riven culture change programs played little part in ASDA's transformation. From the start, the ASDA change effort was set up to encourage experi- mentation and evolution. To so learn ing, for example, ASDA set up an experiment al store that was later expanded to three stores. It was declared a risk free on, mean ing there would be no penalties for failure. A cow.functional task force renewed," or rede signed, ASDA's entire retail p osition, its or anization, and its managerial structure Store managers were encouraged to experiment with store layout, employce rolcs, ranges of products offered, and so on. The experiments produced significant innwations in all aspects of store operations. ASDA's managers learned for example, that they couldn't renew a store less that store's management team was ready for new ideas. This led to an innovation called the Driving Test, which assessed whether store managers' skills in leading the change process were aligned with the in- tended changes. The test perfectly illustrates how E and can come together it bubbled up 0 style from the bottom of the company, yet it bound managers in an E-type tract. Man agers who failed the test were replaced Let incentives reinforce change, not drive it. Any synthesis of E and must regnize that compensation is a double-edged sword. Money can focus and motivate manavers hut it can also hamper teamwork, commitment, and learning. The way to resolve this di lemma is to apply Theory Fincentives in an o way. Employees' high involvement is encour aged to develop their commitment to change and variable pay is used to reward that com mitment ASDA'S senior recutives were compensated with stock options that were tied to the company's value. These helped at- tract key executives to ASDA. Unlike ist E- strategy companies, however, ASDA had a steck-ownership plan for all employees In addition, Store-level employees got variable pay based on both corporate performance and their stores recond. In the end, compen- t ion represented a fair exchange of value PAGES HARVARD BUSINESS REVIEW MAY JUNE MUNNI Purchased by Tarya Perry arya tanph u dure.com.aw on June 10, 2014 1. 2.2 PINC E NA : 1.12. P ...4512:1799. w.on- C'pan zation Dece!oprrant 2. Cha decit or. 2 1 SL.. Formirane ve afraith resmen stille. L e s clear that there was.. lage the riversity The NAV that was resistente president and his c ase lay Started the change pruiwhicul not contine i. Therefore, tiri tangu want sustible iw Lleytepan iflica old prue.icm. I' letuber of learn hous e d the tv lentyna wing WAnder suport acad.n.core. Tiowever, il cul UE We the V y to be sore leses i red. It is uitder dis t riechen land worldslas pro c ure giver less teacher tra in departe, duela regative LUSIT The Duy rey live duttorilly Lada Lanci skilled lecturers W e ar Discussion Questions hemie 10 a. bax helmuesi cies Iure C Veri ...Lady whe non 4. 11. 6.2 Pal H a cha pesa kulim.Ita Deed R 2 . L . es . List RT. VA N . R. Je akcelets. . . m . F anin 01: ATT and 22 22 Gr o s Seio 1--90 P EDRO 11998 w a rgain expert anivsis and craticut. P I PO 119: The camp . . . de Rei The Change Story of Crown University Manurement 668 CASE Alex Katrinli Bekir Emre Kurtulmu rge.2cdecit ur. Learning Objectives . : :derado clande r vi . Tedenr. possible poble.club. Jr . T: cercis site da UF IHRER 13Iniy. XX I LILIP .. . Containersity ratonerlaradt.de carly 2000s la istuabul, Turks. II-oue: ue Messi wa preparata y cicols the schools are specitico e corry ad lhes solely serve The students wboypore for the cele ALS U or wide reliemet high school sturl.is c. tas la order to ga t e uversity. All the prepuscolare 20 emned by le person. The hos Sie highly centralized occu r les igifier all possless. Low LITLIST Terug p rice. De S e allin y S. Iscidis loter hic coul . 10. Scalco studeus, id u falures. This will ti: Stiili 20 whetic WC DO uudestaduate Courses.cluy NIJOS :10. Baik U tbewereine des coule:si. edin.c.101: due to hide berat sekta odred by dostosos. T outry on cf the youngest populations LI L , d a r silip and li t er ol plisce l'er. Adenou o CILLYsty pelelL U slide's su LC , which is conducted in a ccatral CEI LIETIZILVL. T:1 additis. ACIC VOTO c utis..allalalous. Lust alates by the IT C 's Erity ICC YOR!Les and regulatioas were dx. EXCLUST E UE : LILIOUL of three lillly her les carne way or ad. ad l. 2. coc establis.d by its' state on collegerul lundites This fed the number or ice. Tacre w.. a big opportuoty a to nurk:t, but I X. Liu JLISLIT. .W e very stic Nevertheless. There were s e snall Complex in 12 : W el that it was still missloc.cage the schooi asets opret! Sello D uo fo:nation. This was a cal indicaron oliowane by the cale of.Sad also depxis | per s oal ini T alib initial pening, alasan 12cy. I WAS a ttbooi wire che Sladels could becereye.it of t ... 'Ik stabilisation did not have come gli: C. NOT OP . px .cups Daugosl. Wershtu sic comes within the city Pribovaly X LSIV, Theis siratioa becue curther sousplaated by the C L I:Sklenler lonk.ng to cercalincaricato e t iversity. The cy's Wis lights Sextel. Nid 10 lecari 100 th you! Le w e l ve disadvantage. The g u y .cw. deuls lexiserede xul Arthastic za fronte Sopiane. cage the wood .cost of beiden S ee This was wie like a VI . A VONTA . LIT Dole rrieri CELL enhet Ordenies toket Pluds. This job at 20 WAS. Sulla Cated S eries e svilex's wa srly registered into the preparar bol... xLvived bad the outc! a ntian Loplover VINAS mely .gh as they did not be covela qualitinians in die at a law they were able to work in a wa l l. Tie titike 1 rete protetor beliels. This is was also SCT 20 by t y h im they miles . be able to Paratura . lu . Horvate. Il c h e si contial the - m ?T7209 .289:774-32-21 W MF OS X Cigar cation Development & 20122016 ANCO. C ECI Devebrer : : misition 1 cho em crveiles i: the c ry. Acceptanec to ty was very citicult Iberice, he so wole e very p arade Talent. Lad lounacks trou de conta ... T. didi.x. Le order i s er registrativas an intens ceciveschwlars rips. It was a very S.CC Sil pronolol ad orkes well well withir lus v i l. The instinction came i Los leides Li k e Wrence.. the sh e shilly stud I'LT OCH scuols. He El Culo tiltale ! 2i'd ecito S There were so frohled. Ac c Teltis reikia galitica ai o cocosate 101 that the e catolas Valenbloccato.ners: UKOLL Wytrw alever les semaindedIn simo. nexar hey were 21::. Iracks to exc e l ey were ut deserved. This was Le ha de conei mie der about lowers. tbe tacully got lossible. As exull. Le Lubendents in the school. This i'crcased t o ale SCIOUS BLU: Custry this tours pocs of this SUCKS kept te sau anapelerini Curacy and a co...ralized SCOLL..Il Louis te butedite il Vicinan and ice. from the amy. That Ali binor led bure:ILICT. He also beere Juski LOR E uracely The Establishment of the Undergraduate School (A Big Step for Growth) To 09. the cool trastmed isla tikuversub LouStd: ot sluders Ir the countries wbici specule. Lorsche na-for-rottinsa dizain ey' arc citler' stare undecor Stad fuckies. State UDLS ac fote offers, but feration , series change a certa mont of tees ch yea. CTWL K Y is a tourn er is controlled hy a forma 115 kere were ideix of the corral gov e ry. Wcbwnlros x cekil: .: skileo (ULLEITERES. There ac stranis miesandcu...os establis.. . luca Terrikuleer Chimicities within the Critics pre le school is a board of Trustees is responsible for managerial 144 Adderles The Liversity's tutuc direct toestelle h very strong in the niniversity is the pur sile nithe smally as the tiversity The reasons for Speed We seat in the stat: v t.lies cred :19:00ee the 21ZL preze. a l wealigi brothers acids carpet Cli ppucinity: 11:12 A .Very went also .. 2 sbile w In addition, estublisbuse a rversu ll wout tears: R Erede of the other . ors. For example, the tocader of the UU. JS. I d eol Loe lurk search six Union la icidi...awhmen . W i nw thISIYO close contas: stal l Wement. The aid make it mierconter !isins. 0 20..try pecific CLS'ULDSTADcts. T OLDJAD JINX hay with a larvuur of facie's C astle Cooni ald nuestrive . Lincully unrise 2.12.0ccues tactly 1:3 aus WTOCHOWU bent s es Welt easy lu stolis: It was long demand from saudents tor! UU. vel Lice.lies 50" inte vastu tigh cak e ...ieva. T ext stop is de teatru ani. Il as a lisicut proces because blasburg wolten stores curs lake lire embers are curhus only a tiny 2.cccplats X OTAL: Voratlles. Ilie er illiac bepaalla The X80s culture to prepay schools. He believed to have s tron tub e only armeneganostalog Cgan uztion Development (3 IT IS! CHAPIC Hp:: Piston. . A artikel tar he beliera VASANT921601.233.77. milihl 442 ah der Liste A DF43.2123 . 29 1.1.2015 -1991 Apr Kecha 12 cleveb Ul.. . Cup i n th tree of the company. The believed that this goal could b eco: il est resoures Lit was to live increased in the company and the last decided l : I L ILLUCS in ases Lil OL i Jotis, lor Die with real af rhieni di distinc t s ud i ployees. Ils der sich H IS WC WWIC n k of the decisions coches kibride che pe should be well in Wielle es. le C2 carctiti ..THIS OP LADO SI decided to begin he can processes .. nga 210 editor. 1.19 g planned w ere the incomio PC:S.CCOLETUD! In one mbegin to ocess. they be also te l lop its in the cay. The protowy WARS url: of consultants, lley were alle rust pliuter's Tad been discussed wal:..and low-c: 20 geis. SO WHIC o pled in process. Expectations to Werelu ulici: Liiketersily and estan i wieressay change the car t u . By dong so the place to wil U:al, il cuerit Silcess. T. TOTE Wald 1: made the .DLYarty telles respected acadenc tenulis. echiveness and . Atibehesus, ir lieliler. ke change the technological structural. sulejos was. He word ell er u t e change agents. The cold.azku Still Streal leunclo cal chases, which would ever si alte llore e R i viduals bol.1 MS Fosed lo he det. lectulogu u wil lerst rupene besit was casy. New class apter systemet acquired and a partida. W trotrec Ilvong , hic chucentenstantly hind loves to a world- clairacha environment. This was supported by s a LULLS Liment This representar uly th's rip of the chic. and CCHT LCCUSSIC Cheesus de l e s I rated that the past..they tele a kpdow.los la change 7 . Welt LORELLI: school uy lopi X Trener cleariaci Comi tiou. SJxe tactical and cational level oployess lado de colle Aireselilere was an ATM niseelam the fact that studer was will be will (barges that w hich the aged 12 azized.INL. wud gration Development & cha I... .! HX93877-22 - 1 2 /22-18 Cracking the Code of Change CEOs who embrace Theory O find that their loyalty and commitment to their employees can prevent them from making tough decisions. was an quality to Norman's leadership style. As he put it in his first speecit "First, I am forthright, and I like to argue. Second, I want to discussissies as colleagues. I am kuking for your advice and your disagreement." Norman encouraged dialogue with employees and cus somers through colleague and customer cir cles. He set up a "Tell Archie" program so that people could voice their concerns and ideas Making way fox opposite leadership styles was also an ewential ingredient to Nomas- and ASDAS S . This was most clear ia Norman's willingness to hire Allan leighton shortly after he took over. Leighton eventually became deputy chief executive. Norman and Leighton shared the same and values, but they had completely different personalities and styles. Norman, and reserved in pressed people with the power of his mind his intelligence and business acumen. Leigh lon, who is warmer and more people oriented worked on employees' emotions with the power of his personality. As one employee told us, People respect Archie, but they love Allan Nim was the first to credit Leighton with having helped to create emotional commit ment to the new ASDA. While it might be pos sible for a single individual to embrace oppe site leadership styles accepoing an equal partner with a very different personality makes it easier to capitalize on those style Leighton certainly helped Norman reach out to the organization. Together they held quar terly meetings with stue managers to hear their ideas and they supplemented the meetings with impromptu talks. Focus simultanerisly on the hard and soft sides of the organization Norman's immedi ate actions followed both the goal of increas ing economic value and the goal of trans formine culture. On the side, Norman focused on structure. The removed layers of erarchy at the top of the organization, fired the financial officer who had been part of ASDA's disastrous policies, and decreed a Wage frecze for everyone management and workers alike. But from the start, the OSD egy was an equal part of Norman's plan. He bought time for all this change by waring the markets that financial recovery would take three year. Norman later said that he spent 75% or his carly months at ASDA as the con puny's human resource dinector, making the organization less hierarchical, more calita ian, and more transparent. Reth Norman and leighton were keenly aware that they had to win hearts and minds. As Norman put it to workers. "We need to make ASDA a great place for everyone to work." Plan for spontaneity. Training programas, total quality programs, and top-riven culture change programs played little part in ASDA's transformation. From the start, the ASDA change effort was set up to encourage experi- mentation and evolution. To so learn ing, for example, ASDA set up an experiment al store that was later expanded to three stores. It was declared a risk free on, mean ing there would be no penalties for failure. A cow.functional task force renewed," or rede signed, ASDA's entire retail p osition, its or anization, and its managerial structure Store managers were encouraged to experiment with store layout, employce rolcs, ranges of products offered, and so on. The experiments produced significant innwations in all aspects of store operations. ASDA's managers learned for example, that they couldn't renew a store less that store's management team was ready for new ideas. This led to an innovation called the Driving Test, which assessed whether store managers' skills in leading the change process were aligned with the in- tended changes. The test perfectly illustrates how E and can come together it bubbled up 0 style from the bottom of the company, yet it bound managers in an E-type tract. Man agers who failed the test were replaced Let incentives reinforce change, not drive it. Any synthesis of E and must regnize that compensation is a double-edged sword. Money can focus and motivate manavers hut it can also hamper teamwork, commitment, and learning. The way to resolve this di lemma is to apply Theory Fincentives in an o way. Employees' high involvement is encour aged to develop their commitment to change and variable pay is used to reward that com mitment ASDA'S senior recutives were compensated with stock options that were tied to the company's value. These helped at- tract key executives to ASDA. Unlike ist E- strategy companies, however, ASDA had a steck-ownership plan for all employees In addition, Store-level employees got variable pay based on both corporate performance and their stores recond. In the end, compen- t ion represented a fair exchange of value PAGES HARVARD BUSINESS REVIEW MAY JUNE MUNNI Purchased by Tarya Perry arya tanph u dure.com.aw on June 10, 2014 1. 2.2 PINC E NA : 1.12. P ...4512:1799. w.on- C'pan zation Dece!oprrant 2. Cha decit or. 2 1 SL.. Formirane ve afraith resmen stille. L e s clear that there was.. lage the riversity The NAV that was resistente president and his c ase lay Started the change pruiwhicul not contine i. Therefore, tiri tangu want sustible iw Lleytepan iflica old prue.icm. I' letuber of learn hous e d the tv lentyna wing WAnder suport acad.n.core. Tiowever, il cul UE We the V y to be sore leses i red. It is uitder dis t riechen land worldslas pro c ure giver less teacher tra in departe, duela regative LUSIT The Duy rey live duttorilly Lada Lanci skilled lecturers W e ar Discussion Questions hemie 10 a. bax helmuesi cies Iure C Veri ...Lady whe non 4. 11. 6.2 Pal H a cha pesa kulim.Ita Deed R 2 . L . es . List RT. VA N . R. Je akcelets. . . m . F anin 01: ATT and 22 22 Gr o s Seio 1--90 P EDRO 11998 w a rgain expert anivsis and craticut. P I PO 119: The camp . . . de Rei