In this paper there will be three most significant errors identified made out of all the change stories presented. I will make at least one recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process. I will also attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate. And finally recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy. The first significant error I’d like to point out is the error Hewlett Packard made with their organization. HP failed to form a strong powerful coalition. Fiorina had urgency for the approval but I feel lost sight after the merge was approved. She struggled with the original vision after that point. Fiorina wanted success but did not think every plan through thoroughly. In the beginning, Fiorina created a vision to try and “guide” the organization but it was not executed. The intentions were to create a new interface with the customers. Fiorina sought out to reorganize the organization by trying to separate the company into “quadrants.” She communicated the vision with the rest of the organization but did nothing else after. The rest of the team helping you see your vision through are in the dark. The reorganization made employees very uneasy about the change. Employees had doubt that this vision would work. Once the company merged more tension was created, employees from Compaq became part of the HP family but there were still unresolved issues between Fiorina and the original HP staff. You cannot run a company with doubtful employees. Your team must be persuaded the change will work one hundred percent.