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Describes the innovative use of a cross-level team as a tool for driving change at a troubled AT&T plant. After the team is disbanded, the case raises questions about the group's achievements, and about how well the organization is positioned to tackle the changes that still lie ahead. Teaching Objective: To raise issues relative to teamwork and empowerment and encourage students to examine what it takes for an organization to embrace long-term, continuous change.

Describes the leadership role of Northwest Airlines' chairman and his key organizational development "lieutenant" during five years of major change and pressure--1985-89. During this time the airline was confronted with major customer service problems, the merger with Republic, and the crash of one of its planes. Highlights the roles, responsibilities, and tactics of Steve Rothmeier and Ken Myers during this turbulent period. Can be used to evaluate leadership in times of difficult pressures, the different styles of change that each embodies and advocates, and the results of their actions.

Describes three middle managers acting in the role of change agents. Highlights their personal roles and their "moods" at two points in the course of introducing major cultural change. While their comments are only six months apart, they have reached a more pessimistic and sobering phase of the change process. It allows students to see how dynamic a change effort is, how the degree of optimism can shift, and what the major concerns are for change agents--in both the middle of the organization and in the middle of change.