Forestalling Change Fatigue

It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create. (No. 97 | December 2010)

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Enriching Knowledge Management Coordination

With decreasing bureaucracy and decentralization of operations, the span of knowledge coordination should be as close as possible to relevant knowledge domains. Coordinating mediums, or knowledge managers, have key roles to play. (No. 96 | December 2010)

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E-learning and the Workplace

Many work arrangements discourage learning. In organizations, classroom instruction is obviously not the most efficient method. However, if e-learning is to justify the publicity that surrounds it, there is a great need to understand its organizational environment and to evolve design principles. structures. (No. 95 | November 2010)

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Leading Top Talent in the Workplace

Organizations once distinguished themselves by their systems and procedures. They now need distinctive ideas about their objectives, their clients, what their clients value, their results, and their plans. For that, they need top talent.(No. 94 | November 2010)

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Engaging Staff in the Workplace

Surveys present clear and mounting evidence that staff engagement correlates closely with individual, collective, and corporate performance. It denotes the extent to which organizations gain commitment from personnel. (No. 93 | October 2010)

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Seeking Feedback on Learning for Change

Feedback underpins organizational learning. To find the highest level of success in learning for change, feedback should be invited, analyzed in the most positive manner possible, and used to impact decision making.(No. 92 | October 2010)

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