Maytag is not a company known for its secrecy, but when it began developing what it considered to be a revolutionary high-efficiency washing machine, it needed to make sure that no word of its innovation got to its competitors before the product was introduced. Employees were asked to plan how the company could maintain this needed secrecy. Once plans were created, employees were involved in their implementation. This change in organization culture was made acceptable to its employees through the use of:
a) force-field analysis.
c) education and communication.
e) institutionalizing the change.