Leaders empower people to act on the vision by getting rid of obstacles: changing structures (for example narrow job categories), compensation and performance-appraisal systems that make people choose between the vision and self-interest, and confronting bosses who refuse to change or who make demands inconsistent with the effort; people who block are treated fairly and consistently with the vision. People are encouraged to take risks and to try unconventional ideas and actions. Kotter notes that not every obstacle can be removed early but the big ones must be, or credibility collapses. The 2014 version asks leaders to identify barriers by examining why past initiatives failed and to knock down silos, narrow parochial thinking, complacency, the pressure to make the numbers, inherited rules and procedures, and limited access to key leaders, including barriers disguised as accepted statements such as having tried something before.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.