A team with sufficient power to drive the change (in titles, information and expertise, reputations and relationships) is assembled and helped to work as a team, developing a shared assessment of problems and opportunities and a minimum of trust and communication, often through off-site sessions. In the 1995 account it starts small (three to five people) and grows to 20 to 50 in large companies, has senior managers at its core, may include board members, a key customer or a union leader, operates outside the normal hierarchy and is led by a senior line manager rather than a staff executive; Kotter International's step pages list its qualities as position power, expertise, credibility and leadership. In the 2014 version the coalition is the nerve centre of the network, drawn from all levels and functions and diverse in level, function, location, tenure and ideas, able to work across the hierarchy and committed to the opportunity.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.