Organizational change and development is a process that aims to improve the effectiveness and efficiency of an organization by aligning its structure, processes, and culture with its strategic goals.

Political change is not typically considered a type of organizational change, as it refers to changes in the distribution of power and influence within an organization.

Leadership plays a critical role in organizational change and development by providing vision and direction, managing resistance to change, and communicating the change to employees.

Supportive leadership is not typically considered a barrier to organizational change, as it can help to overcome resistance and facilitate the change process.

Organizational culture can influence the success or failure of change efforts, be a source of resistance to change, and help to facilitate change.

Coercion and threats are not typically considered an effective strategy for managing resistance to change, as they can lead to resentment and further resistance.

Evaluation plays a critical role in organizational change and development by assessing the effectiveness of change efforts, identifying areas for improvement, and providing feedback to stakeholders.

The punctuated equilibrium model is not typically considered a model of organizational change, as it focuses on the role of punctuated events in shaping organizational change.

Technology can be a driver of change, a tool for facilitating change, and a source of resistance to change.

Structural change is not typically considered a type of organizational development intervention, as it involves changing the formal structure of the organization.

Feedback can help to identify areas for improvement, motivate employees to change, and build trust and rapport.

Supportive leadership is not typically considered a challenge in organizational change and development, as it can help to overcome resistance and facilitate the change process.

Stakeholders can influence the success or failure of change efforts, be a source of resistance to change, and help to facilitate change.

Increased resistance to change is not typically considered a common outcome of successful organizational change and development.