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Change Management: Concepts and Practice (The Technical Manager's Survival Guides)
Marcus Goncalves
Marcus Goncalves
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ASME Press
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“What is the big deal about change management?” you might ask I wouldn't argue that the movement is getting a bit long in the tooth. The number of change management conferences is down, even though I have been presenting papers on knowledge and change management almost three times a year. And I am still waiting for People Magazine to stop being stubborn and name a CM experts as one of its “25 Most Intriguing People of the Year.”

Change management may be quiet, buried under knowledge management best practice in many cases, but it is not dead. As chapters one and two pointed out, CM is just beginning to penetrate the fabric of many businesses, and statistics alone prove it. The problem is that the early, flashy-but-insubstantial applications, such as best practices and lessons learned, for example, have given way to broadly focused initiatives that are transforming the way organizations work, particularly in government circles and Fortune 100 corporations. Any change takes time, and for the most part, it is never amenable to shallow, sensationalistic journalistic treatment. In fact, only the most profound, gifted analysts and writers can comprehend and express it.

Building a Learning Organization
Having a Defined Learning Agenda
Being Open to Dissonant Information
Avoiding Repeated Mistakes: Surviving Business Darwinism
Acting on What the Organization Knows
All Things are Impermanent: Bridges Don't Last
Know What Matters
Maintain Your Network
Effective Leadership Does Not Avoid Conflicts
A Matter of Communication: Avoiding Predicaments
Bridging the Gap from the Top Down or from the Bottom Up?
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