...discover magnificence in every moment...

The search for success and the escape from ordinariness in life is very much like climbing a mountain. When we reach the top of the mountain........ there is a sense of achievement. But if we were to look over our shoulder we would see yet another, higher mountain, then another and more beyond.

Suddenly, one may realise that the hardest mountain to climb is the ordinariness of our minds. It seems that no-one is satisfied with a plain life.

To discover magnificence in every moment of a simple life is truly life's greatest reward and when we begin to focus on making a Life rather than a living ... there are no mountains that we need to climb.

Critical evaluation of a range of principles and frameworks for managing change | Health Knowledge

Critical evaluation of a range of principles and frameworks for managing change

Change is now considered to be the biggest challenge for virtually all organisations public and private, large and small - but especially for large, well established 'complex adaptive' organisations. Change is everywhere and the rate and pace of it is almost universally reckoned to be increasing.

Several 'gurus' (including Tom Peters and Charles Handy) and academics (notably Colin Carnall author of several books on Managing Change) have drawn attention to the 'challenges of change'.

At the time that this article was written, the NHS was the the third largest employer in the world after the Chinese Army and The Indian Railways and had over many years and despite many efforts found it difficult to change. Whilst the article considers change and efforts to manage it generally in organisations it looks specifically at key issues around change in the NHS.

Learning for a Change

Learning for a Change
It's been almost 10 years since Peter Senge, 51, published "The Fifth Discipline: The Art & Practice of the Learning Organization" (Doubleday/Currency, 1990). The book was more than a business best-seller; it was a breakthrough. It propelled Senge into the front ranks of management thinkers, it created a language of change that people in all kinds of companies could embrace, and it offered a vision of workplaces that were humane and of companies that were built around learning. 

Why traditional change management fails

Why traditional change management fails
Most organisations today would have had to initiate some change effort in order to remain relevant. All have been affected by the global meltdown and industry specific forces of change, and all have struggled to respond in a way that preserves or enhances overall organisational performance. 

Integrating change management and project management

Integrating change management and project management
The disciplines of change management and project management cross paths throughout the execution of an initiative. Each brings necessary and critical structure for effectively implementing change and realizing results – one with structure and intent for the technical side of change and one with structure and intent for the people side of change. As change management has emerged over the past decade, the interaction between change management and project management has become increasingly important.

To Change the Culture, Stop Trying to "Change the Culture"

To Change the Culture, Stop Trying to "Change the Culture"
When people aren't achieving what they should be achieving and things aren't going the way they should be — and if senior managers can't pin the blame on some specific issue — they often declare: "We have to change the culture around here."

5 ways SharePoint intranets improve change management

5 ways SharePoint intranets improve change management
Credibility for change management efforts begin when an organization stops treating change as a time period and treats change as a continuum. Whether industry, technology, regulation, competition, or figuring the alchemy of employee motivation, change is constant.