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Moreover, I believe, that all the OC's constitutes should work together in harmony and be aimed to achieve one and the same goal (improving performance). Second chapter is devoted entirely to the ten concepts in a practice model. From my point of view the word 'concept "is mainly used in theoretical reference but these so called concepts mentioned above may be easily turned into highly effective practical tools. The first tool is Forcefields Analysis developed by Kurt Lewin. This concept reminds me of Isaac Newton's Third Law of Motion which says: 'For every action there is an equal and opposite reaction. "That means that to make organization evolve its leader in collaboration with managers should either strengthen driving power or weaken resisting forces otherwise an organization will reach the state stagnation which will mean no progress and no change.

However a real organization is not a locked system it is also influenced by many other outer variables which are outside the company. From this point of view how can the state of stagnation be achieved after all? Another words, how is it possible to maintain status quo? The answer is' status quo "as Kurt Lewin calls stagnation a purely theoretical thing it cannot happen in real organization because change is inevitable and it happens regardless whether people in the organization are trying to do something or not. My idea is change can be either progress or regress and so called 'status quo "is nothing but regress itself. As a second concept the author describes Three Stages of Change.