Uncovering roadblocks to improvement; Diagnosing and intervening in the organization; Using key learnings to solve problem situations.

In this contribution to change management, Thatchenkery describes a brand new methodology called Appreciate Sharing of Knowledge (ASK) and provides a step-by-step tool kit for anyone interested in knowledge management.

In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.

This book features both cutting-edge contributions on managing knowledge in transformational contexts and a selection of real-world case studies. It analyzes how the disruptive power of digitization is becoming a major challenge for knowledge-based value creation worldwide, and subsequently examines the changes in how we manage information and knowledge, communicate, collaborate, learn and decide within and across organizations. The book highlights the opportunities provided by disruptive renewal, while also stressing the need for knowledge workers and organizations to transform governance, leadership and work organization. Emerging new business models and digitally enabled co-creation are presented as drivers that can help establish new ways of managing knowledge. In turn, a number of carefully selected and interpreted case studies provide a link to practice in organizations.

All knowledge is always a matter of change, as this book underlines. All knowledge links You and Me to Reality. This process of positioning cognition has become heavily influenced by conversion. Its cultural background is in this book named ‘the New Plural’: a worldview based on combinations of Analog, Digital, AI and Quantum understandings of reality. The New Plural, combined with in-depth observations on the Subject in new forms of knowledge formation, forms the background theme of the book. To understand the Subject as defined in past centuries, like Kant’s so-called ‘split ego’ or Voegelin’s ‘flow’, are outlined together with Husserl’s ‘phenomenology of ego-positions’. Today, one encounters the Subject transformed into a Self with other forms that replace the traditional Subject and its position. The dynamics of the Self are therefore broader than any Selfie can picture. What the book calls ‘the Self in digital culture’ and for what it introduces the name Self-E, is therefore essential for a semiotic observation of all actual patterns and practices of communication. The decentering of the Subject changed human cognition. The book introduces ‘The 3-S Triad’ (composed of the ‘Subject–Self–Self-E’), which has taken the place and functions of the classical Subject and its dynamics. Cognition has assumed a different position in the heart and mind of every human being. At the same time, the influence of ‘The New Plural’ has grown, making digital thought formation the leading pattern and foundation of today’s knowledge. That different view on human identity made knowledge as understanding and its traditional grasping disappear. All fragments of planetary life were subjected to a newly conceived and often digitally anchored fitting. That forms one of the most powerful and global challenges to the human mind. What if we conclude about climate change that our knowledge fits the problems concerned? The book’s final pages outline an epistemological path through such complex zones of knowledge! But its broad and encompassing background question remains, what the concept of change really means when it is challenged to clarify the topic we name climate change.

"I am happy to recommend this work. I believe in the principles presented in it and identify with its context. Due to the lack of knowledge on the subject in the market, it is a topic that must be made known. The book should be in the library of all project and change managers."— Paul Dinsmore, PMI Fellow "Every manager should integrate HCMBOK® practices into their project management methodology in order to fully develop their work. This book addresses a simple and practical way that the critical component in organizational change management can be applied to projects of all kinds: the human factor."— Bruno Machado, Director, Project Management Office, Grupo Anima Educação "We live in a time of change, speed, and an avalanche of information. It is still very difficult for most companies to change their organizational culture efficiently. This book makes us reflect upon the crucial element in any change, and which most managers do not place in the foreground—the people." — Joyce Meyer, CEO, iDigo "In today's constantly changing world, the Project Manager must have sensitivity to how people react to change. Knowing a method that provides a structured way to take care of the human aspect is a key factor in the success of any project! HCMBOK® offers a simple and practical approach to managing change, which can be easily incorporated into the project management routine, providing amazing results."— Pedro Augusto Cardoso da Silva, Engineering Director, METRÔRIO This reference starts by presenting the concept of change management, its players, strategies, and applicable models. In the second part, the book covers the set of good practices, methodology, and tools known as the HCMBOK®— Human Change Management Body of Knowledge. The third part introduces the concept of the Change Management Office (CMO) and its relation to the strategic planning of an organization. The book concludes with the competencies essential for a change manager, an approach to agile methodologies, and a model for managing cultural change.

'The Effective Change Manager' is designed for change management practitioners, employers, authors, academics and anyone with an interest in the evolving professional discipline of change management. The first edition, 'The Change Management Body of Knowledge (CMBoK©)', drew on the experience of more than six hundred change management professionals in thirty countries. This second edition has grown that base to over 900 contributors and reviewers. 'The Effective Change Manager' describes the underpinning knowledge areas that change managers must know and understand to be effective in their change practice. It also describes the evolution of the change management practice as it starts to mature. The Change Management Institute operates as a global leader in strengthening, connecting and advancing the change management profession. It is committed to assisting members in developing Capability, Credibility and Connections in their pursuit of professional excellence. The Change Management Institute is an independent professional organization that is uniquely positioned to promote and advance the interests of Change Management.

Employing history, social theory, and a detailed contemporary case study, Knowledge for Social Change argues for fundamentally reshaping research universities to function as democratic, civic, and community-engaged institutions dedicated to advancing learning and knowledge for social change. The authors focus on significant contributions to learning made by Francis Bacon, Benjamin Franklin, Seth Low, Jane Addams, William Rainey Harper, and John Dewey—as well as their own work at Penn’s Netter Center for Community Partnerships—to help create and sustain democratically-engaged colleges and universities for the public good. Knowledge for Social Change highlights university-assisted community schools to effect a thoroughgoing change of research universities that will contribute to more democratic schools, communities, and societies. The authors also call on democratic-minded academics to create and sustain a global movement dedicated to advancing learning for the “relief of man’s estate”—an iconic phrase by Francis Bacon that emphasized the continued betterment of the human condition—and to realize Dewey’s vision of an organic “Great Community” composed of participatory, democratic, collaborative, and interdependent societies.

"This book reviews practices that lead to social and organizational change and how these practices are influenced by technology"--Provided by publisher.

This guide sets out the key considerations and provides some practical guidelines to assist in developing and operating an effective knowledge management function. Case studies demonstrate the ways in which different organisations have set about putting Knowledge Management into practice.Contents: Introduction - management fad or essential management technique? Perceived differences between knowledge & information; Key management considerations and influences; Shaping the policy; Role of knowledge management in the management of change; Getting started - importance of initial planning and early staff consultation and involvement; Use of consultants; Responsibility, access and control; Systems and procedures; Skills required for day-to-day operation and maintenance; Value - can you show it on the balance sheet? Case studies; How to find out more - useful contact details.