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Foundations of the Managing Change Through Innovation Approach
How Do We Change Practice?
Common Fallacies About Changing Practice
15 other sections not shown
action activities agency analysis assume assumptions behaviour Bob Geldof change agent Change and Innovation change manager changes in practice changing practice chapter complex consequences context crucial decisions described diffusion of innovations dimension discussion early adopters effective Everett Rogers example experience fallacies family therapy feedback forms of practice homophily identify implementation individual initiatives innovation and change Innovation Trinity innovatory involved issues Kanter leadership Live Aid major management by objectives management of change managing change Mapping MCTI approach metaphor methods National Health Service negotiations networks opinion leaders organisation particular partnership people's solutions person policy makers problems product champions professional programmes recognise reinvention relationships reorganisation role second order change seen senior managers service delivery service users significant situation skills Smale social networks social services solutions solving staff status quo strategy stressed task thinking understand unintended consequences Watzlawick