MARC details
| 000 -LEADER |
|---|
| fixed length control field |
02205nam a22002417a 4500 |
| 003 - CONTROL NUMBER IDENTIFIER |
|---|
| control field |
ZW-GwMSU |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20241006123746.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
241006b |||||||| |||| 00| 0 eng d |
| 022 ## - INTERNATIONAL STANDARD SERIAL NUMBER |
|---|
| International Standard Serial Number |
14697017 |
| 040 ## - CATALOGING SOURCE |
|---|
| Original cataloging agency |
MSU |
| Language of cataloging |
English |
| Transcribing agency |
MSU |
| Description conventions |
rda |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
|---|
| Classification number |
HD58.8 JOU |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
Buchanan, David A |
| Relator term |
author |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
Reflections: good practice, not rocket science : |
| Remainder of title |
understanding failures to change after extreme events |
| Statement of responsibility, etc. |
created by David A. Buchanan |
| 264 1# - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE |
|---|
| Place of production, publication, distribution, manufacture |
Abingdon: |
| Name of producer, publisher, distributor, manufacturer |
Routledge, |
| Date of production, publication, distribution, manufacture, or copyright notice |
2011 |
| 336 ## - CONTENT TYPE |
|---|
| Source |
rdacontent |
| Content type term |
text |
| Content type code |
txt |
| 337 ## - MEDIA TYPE |
|---|
| Source |
rdamedia |
| Media type term |
unmediated |
| Media type code |
n |
| 338 ## - CARRIER TYPE |
|---|
| Source |
rdacarrier |
| Carrier type term |
volume |
| Carrier type code |
nc |
| 440 ## - SERIES STATEMENT/ADDED ENTRY--TITLE |
|---|
| Title |
Journal of change management |
| Volume/sequential designation |
Volume 11, number 3 |
| 520 3# - SUMMARY, ETC. |
|---|
| Summary, etc. |
The aim of this reflection is to identify a set of puzzles which have not been explored by change management researchers, have not been resolved by other approaches and where a change management perspective may be particularly valuable. These puzzles derive from the observation that, following an accident, crisis, disaster or other extreme event, the recommendations from investigations and inquiries are often not implemented. The failure to change can then lead to a repeat of that event. It cannot be presumed that receptivity to change in such circumstances is invariably high, or that change will be automatic and straightforward. The currently dominant perspective in this field views these problems in terms of organizational learning difficulties. In arguing the need for a complementary change management perspective, this article first illustrates the nature and consequences of these change failures, using public domain sources. The features that distinguish extreme from routine change contexts are then outlined, and the potential barriers to change in extreme contexts are explored. Finally, the value of a change management perspective is explored, suggesting new modes of researcher–organization collaboration to strengthen the contribution of research findings to practice in an area where effective change can literally save lives. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Humanitarian aid |
| Form subdivision |
Organizational change |
| General subdivision |
Learning organization |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
|---|
| Uniform Resource Identifier |
https://doi.org/10.1080/14697017.2011.597571 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Source of classification or shelving scheme |
Library of Congress Classification |
| Koha item type |
Journal Article |