In contrast, Internet time requires a quick assessment and fast response. For Baldridge, the first issue for the Machiavellian change agent involves focus. Baldridge urges change agents to pick issues carefully and to select issues that offer a high payoff while ignoring those that may distract from larger goals and pressing needs. Change agents should also invest some time to learn the history of issues in their organizations. Part of this discovery process should include mapping the critical yet informal relationships and people issues that affect all organizations and impact virtually all organizational behavior and decision-making.
Coalitions are critical, observes Bald- ridge.
In this context, external constituencies can be a potent ally for fostering organizational change. For example, student and parent expectations about technology access and resources, and the role of technology in instruction can provide important leverage in discussions about IT planning, policy and objectives. But claim- ing to represent external or constituent interest groups is not the same as actually having good information about their real needs and concerns. Machiavellian change agents also know the value of data. Setting deadlines for decisions is also a key strategy for the Machiavellian change agent.