The German company had to get used to a new boss; they had lost their "identity" as direct mail services and would now have to "collaborate" with Musicweb's incumbents to redefine business practices. This catapulted Bernberg into transformational change. (TEXTBOOK) states that organizations can face “second-order change” that completely transforms the organization in another direction and nothing remains the same. Textbooks say that creating a middle ground between first-order, slow, methodical approach to change and second-order change is what makes change manageable and less likely for workers to resist. For Bernberg the transition to second-order change was not gradual. The CEO immediately worked to make changes. He didn't consider the German work culture or the amount of change he was trying to make in a short amount of time. Leaders took no action to assess how ready Bernberg was for change, nor did they communicate the change in a timely manner. It was only after the changes began and resistance began to grow that leaders attempted to communicate the changes they were making by distributing a newsletter. By the time the newsletter was distributed, much of the trust had been lost. (article choi and roi