Change or Die

Alan Deutschman, Fast Company, May 02, 2005
Commentary by Stephen Downes

This article has receioved widespread acclaim in the few days it has been published and I can easily see why. Indeed, I pass it along with a similar endorsement. The author's point is to question why people don't change - their habits, their beliefs, their work processes - when merely presented with sufficient information. "Behavior change happens mostly by speaking to people's feelings. This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought."
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