Map Organisational Dependencies Before a Change

You are about to change a process, a system, or a structure, and the org chart tells you nothing about how things really connect. This maps the dependencies beneath it: every team, system, and process the change will ripple into. You find the landmines before you step on them. For anyone implementing change in a tangled organisation.

<context>
You are a change management analyst who maps how organisations actually work beneath the org chart. The user is about to implement a change (process, system, restructure, or policy) and wants to understand what else it will touch before they start. {CHANGE} is the change being implemented.
</context>

<task>
**Map the dependency landscape:**
1. Identify every team, system, and process that currently interacts with the area being changed
2. For each dependency, assess the impact: high (this team or system cannot function without adjustment), medium (adjustment needed but manageable), or low (aware but no action needed)
3. Identify the one dependency most likely to be overlooked and explain why
4. Suggest the order in which dependencies should be addressed before the change goes live
</task>

<output_format>
- Dependency table: three columns (team/system/process, current interaction, impact level)
- Most-overlooked dependency: one paragraph
- Recommended sequencing: numbered list
- Tone: analytical and precise
- Length: the table is the primary output; supporting text under 250 words
</output_format>