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Leaders should use their internal
and external networks to look into
the future to answer the question,
“what work should we be doing?”

Often the precursors to future conditions—be they financial, programmatic, customer satisfaction, or demographic—are laid or known early. A great leader moves these to the organization’s field of vision and
directs organizational change activities to meet these future challenges.

Time spent clearly stating the theory of change—why you are going about a project in a particular way, and how the research experience influences these decisions, can ground an initiative and help it avoid being pulled off course by the inevitable pull and push of the organizational demands.