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Dalziel, M., & Schoonover S. C. (1988).  Changing Ways: A Practical Tool for Implementing Change Within Organizations.
"A basic axiom of any change effort is that 'the further away the people defining the change are from the people who have to live with the change, then the more likelihood that the change will develop problems.'" (p. 59)
Handy, C. (1994).  The Empty Raincoat.
"We do not need to change the world. To nudge a little bit of it along will be enough." (p. 264)
Maxwell, J. C. (2000).  Failing Forward: Turning Mistakes into Stepping Stones for Success.
"Why are people so hesitant to change? I believe that some, like Audubon, believe they are supposed to pursue a particular course of action for some reason—even though it doesn't suit their gifts and talents. And when they are not working in areas of strength, they do poorly." (p. 91)
Peterson, D. B., & Hicks M. D. J. (1996).  Leader as coach: strategies for coaching and developing others.
"Unlike soft clay that can be pressed into infinite shapes, people evolve from a stable core. They can change in degree and bend in new directions, but they are unlikely to change in dramatic ways, at least not quickly. Respect their judgement about their own limits. Carefully evaluate how much change and what kind of change is fair to expect, especially if you are aware of changes or problems in other parts of their life or if they begin to appear distressed and confused." (p. 48)
Whyte, W. H. (1956).  The Organization Man.
"It is the nature of a new idea to confound current consensus—even the mildly new idea. It might be patently in order, but, unfortunately, the group has a vested interest in its miseries as well as its pleasures, and irrational as this may be, many a member of organization life can recall instances where the group clung to known disadvantages rather than risk the anarchies of change." (p. 440)
Covey, S. R. (1992).  Principle Centered Leadership.
"If we use an authoritarian or benevolent authoritarian approach to problem-solving, we slip into a kind of condescending or vertical communication pattern. If people sense that we are 'talking down' to them or that our motive is to manipulate them into making a change, they will resist our efforts." (p. 222)

See also: growth, reinvention, intervention, activism

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SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: change
    • preferred: change
    • alternate: mobilization
    • related: growth
    • related: reinvention
    • related: intervention
    • related: activism
    • closeMatch:
    • keyword-54
    • linked content:
      • sense: alteration
      • sense: change
      • sense: modification
      • change
      • in scheme:
      • gloss: an event that occurs when something passes from one state or phase to another; "the change was intended to increase sales"; "this storm is certainly a change for the worse"; "the neighborhood had undergone few modifications since his last visit years ago"
      • hyponym of:
      • synset id: 107296428
  • W3C SKOS spec
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