Imagine the following scenario. You’re a division president of a Fortune 500 company and you’ve been tapped to run a crucial new initiative. The executive committee has targeted Southeast Asia as a new market for your company, and you’re tasked with reorienting the strategic focus of your division. You know this change will be controversial, as you’re going to have to redistribute parts of your division to make the strategic plan work. You’re also going to have to lay off a small part of your workforce, and you need to decide exactly how many people and in which areas. Although you know the discussion with your executive team will be heated and that not everyone will agree with your decisions, you’re excited about the task and know you can make it work.