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2. Managing the Neutral Zone: A Checklist Yes No Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time which, with careful attention, can be turned to everyones advantage? Have I redefined it by choosing a new and more affirmative metaphor with which to describe it? Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? Am I protecting people adequately from further changes? If I cant protect them, am I clustering those changes meaning fully? Have I created the temporary policies and procedures that we need to get us through the neutral zone? Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? Have I set short-range goals and checkpoints? Final Have I set realistic output objectives? Have I found what special training programs we need to deal successfully with the neutral zone? Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of privilege are not undermining the solidarity of the group? Have I set up a transition monitoring team to keep realistic feed back flowing upward during the time in the neutral zone? Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others similar behavior.) Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? Have I seen to it that people build their skills in creative thinkin