2023-04-19 22:00:00
Page 1 to 9: Start Pages | Page 7: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Foreword | Page 10 to 11: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Page 12 to 13: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 1. Change management timeline | Page 14 to 17: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 2. The Lewin model | Page 18 to 19: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 3. Kanter’s wheel of change | Page 20 to 21: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 4. Kotter’s model | Page 22 to 23: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 5. The Morgan model | Page 24 to 25: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 6. The Kübler Ross commitment curve | Page 26 to 27: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 7. The intercultural grid for change | Page 28 to 29: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 8. The three subsystems of the organization | Page 30 to 31: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 9. The transformation tree | Page 32 to 33: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Page 34 to 35: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 10. Change management key figures | Page 36 to 37: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 11. Instrumental change | Page 38 to 39: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 12. Managerial change | Page 40 to 41: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 13. Agile change | Page 42 to 43: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 14. Change in Bizdev mode | Page 44 to 45: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Page 46 to 49: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 15. Qualification of a change | Page 50 to 51: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 16. Actor mapping | Page 52 to 53: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 17. Mapping changes | Page 54 to 57: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 18. Risk mapping | Page 58 to 59: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 19. Mapping allies | Page 60 to 61: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 20. Tables of key players | Page 62 to 63: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 21. Relay networks | Page 64 to 65: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 22. Mapping irritants | Page 66 to 67: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 23. Assessing resistance | Page 68 to 71: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 24. The DRAS matrix | Page 72 to 75: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 25. The sociological daisy | Page 76 to 79: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 26. The study of impacts in dials | Page 80 to 81: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 27. Organizational impact assessment | Page 82 to 83: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 28. Human impact assessment | Page 84 to 85: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 29. Strategies for change | Page 86 to 89: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 30. Sizing the change management team | Page 90 to 91: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Page 92 to 95: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 31. The argument for change | Page 96 to 97: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 32. The communication pitch | Page 98 to 101: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 33. The attractiveness/credibility matrix | Page 102 to 105: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 34. The com mix | Page 106 to 107: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 35. Social communication | Page 108 to 111: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 36. The communication plan | Page 112 to 113: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 37. The communication kit | Page 114 to 115: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Page 116 to 117: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 38. Engagement vs disengagement | Page 118 to 119: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 39. The matrix of participatory workshops | Page 120 to 121: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 40. Character tree workshop | Page 122 to 123: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 41. Pink scenario workshop, black scenario | Page 124 to 125: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 42. The suggestion box workshop | Page 126 to 127: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 43. The speed boat workshop | Page 128 to 129: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 44. The rope bridge workshop | Page 130 to 131: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 45. The RACI matrix | Page 132 to 133: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 46. The co-development workshop | Page 134 to 135: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 47. The metaphor workshop | Page 136 to 137: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 48. The work out workshop | Page 138 to 139: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Pages 140 to 141: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 49. The transition plan | Page 142 to 145: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 50. Analysis of educational needs | Page 146 to 149: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 51. The training plan | Page 150 to 151: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 52. The managerial development plan | Page 152 to 153: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 53. The managerial innovation matrix | Page 154 to 155: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Presentation | Page 156 to 157: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 54. The roadmap for change | Page 158 to 161: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 55. The ICAP barometer | Pages 162 to 163: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 56. Verbatim survey | Page 164 to 165: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 57. Indicators of change | Page 166 to 169: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 58. Social surveys | Page 170 to 171: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 59. Monitoring CDC actions | Pages 172 to 173: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 60. Choosing a change management service provider | Page 174 to 175: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 61. Map transformation | Page 176 to 177: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 62. The missions of a transformation department | Page 178 to 179: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 63. Digital transformation | Page 180 to 183: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 64. Maturity to change | Page 184 to 187: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Tool 65. Foresight capacity | Page 189: David Autissier, Jean-Michel Moutot, Kevin Johnson and Emily Metais-Wiersch – Conclusion | Page 190: Bibliography | Page 191 to 192: End pages.
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#change #transformation #management #toolbox #Dunod #BàO #Boîte #Tools
2023-04-22 02:34:42
Around 10 in the morning, Alberto Fernandez announced by a video published on Twitter that he will not run for re-election. This measure was celebrated by both the Frente de Todo and the opposition, where they highlighted that the president recognized his failure and got off before losing in the first round. This is what the journalist hung up on Viviana Canosa to celebrate the non-application.
In her LN+ editorial, titled “The end”, the communicator admitted that “I am glad that the president of the parties in Olivos was officially over” and recalled what the pandemic was. «I cannot stop remembering my daughter with a chinstrap or boys who did not go to school, we had a terrible time. She is a president that I do not respect. She humiliated us, mistreated us and did not have greatness. She did not let us watch over our dead. Today is the end of this long cycle, Today I feel some justice“, he admitted.
«This man made us suffer, each one has his own cross. I accompanied Giacobbe (panelist on the program) that his grandmothers and his father died, surely this news is nonsense for everyone but it hits each one in a different place, “said Viviana Canosa through tears. After a second of respite, she continued: “He hit me on that side, justice. A political death. Today he signed his death certificateToday he is a political death, “he fulminated.
The best of Alberto Fernández for Viviana Canosa
Although the television host maintained that “it is the end of an Alberto Fernández who has no chance of anything” because “he is the worst president and the worst government since the return to democracy”, the communicator acknowledged that there is an aspect in which congratulates the work that the president did throughout his four years in office and that no one sees.
“He is the man who perhaps did something good, Thanks to him, Kirchnerism is over.« Viviana Canosa remarked ironically. «Today Alberto Fernández left. With excuses he already left. The president is a joke in bad taste, it’s the end, “concluded the journalist who, in any case, stressed that he got out of the elections because” neither his beloved Fabiola was going to vote for him.
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#signed #death #certificate #SHOW #Intransigente
2023-04-22 03:01:00
May 10 marks the 90th anniversary of one of the episodes that showed the world the horror of the incipient Nazism: the burning of books at the Opernplatz in Berlin. More than twenty thousand copies were set on fire in front of some seventy thousand people who approved of this madness. Books defined as anti-German were burned, although the list included all kinds of works, because censors tend to have a fairly broad view when it comes to destroying. The ungrateful phenomenon was replicated in different German cities. They lit a fire of hatred, death and persecution that lasted for more than a decade.
With less press at the time, but with equal ferocity, the Argentine civic-military dictatorship also had its own destruction of books. The most important was the one that occurred in June 1980, when twenty-four tons of books and fascicles from the Latin American Publishing Center were burned. It was not the only destruction of books during the dictatorship. As part of a systematic plan, other burns had already been carried out in the Federal Capital, Córdoba, Rosario and Entre Ríos. To these acts must be added the books that many threw into the fire in their homes for fear of reprisals.
Neither the Nazis nor the Argentine coup leaders invented anything. Since the book exists in any format (tablets, papyrus, parchment, paper) there have always been people interested in ending its existence. There is no civilization that has not destroyed or been the victim of the destruction of its writings, not only artistic, but also social, legal or historical records. Those interested in taking a tour of this disastrous custom can consult the well-documented Universal history of the destruction of booksby Venezuelan Fernando Báez. In his introduction, Báez states: “A book is destroyed with the intention of annihilating the memory it contains, that is, the heritage of ideas of an entire culture. The destruction is fulfilled once morest everything that is considered a direct or indirect threat to a value considered higher. The book is not destroyed because it is hated as an object. The material part can only be associated with the book to a circumstantial extent.
Destroying books is trying to erase historical memory and anticipates other forms of social destruction. As the German poet Heinrich Heine wrote in the 19th century: “Where books are burned, they end up burning people.”
In these times, suppressing literary or social works seems to be a distant phenomenon, which can occur in the hands of religious extremist groups on the other side of the planet, or some fanatic who owns a circus once morest the odds. Few suspect that the destruction of books is something daily in Argentina. If the devil’s secret is to make us believe that he doesn’t exist, the secret of capitalism is to make us believe that true atrocities are normal.
First of all, a little personal anecdote. Between January and March, we authors anxiously check our e-mail inbox in the hope that the previous semester’s book sales will arrive. Generally, books sold between July and December are paid for in February or March, never before. And at the price sold at the time (nothing to update for inflation). With some concern, I noticed that one of the publishers in which my work is published had not sent me the semi-annual statement. I sent an email to find out the reason and the answer was that, as the two books had expired contracts, they had been removed from the system. So I asked them what had happened to the more than 7,000 copies that remained as of July of last year. After several days of silence, they sent me the settlement that, by mistake, they had not done. He had to collect a little more than 700 books sold. But the disturbing fact was that they had ordered the destruction of 3,700 copies because the contracts had expired and the time for sale had passed. They never told me, obviously, that they were going to “chop” books, according to the jargon of the publishing world.
Let’s not dwell on the fact that the author does not control if they really got bitten or if they were sold and their settlement “was lost”, as it would have happened if they did not claim. Let’s get to the wild act of destroying books. Because this publishing house is not the only one that does it, but all the important stamps have that custom. It is done when a contract is no longer valid, but also when there are large balances of copies. Two or three years following the book appeared, the usual thing is that if there are, say, 4,000 copies in storage, regarding 3,000 are destroyed and a sufficient quantity is left to meet the orders of bookstores or of any reader who dares to buy books. out of the news. This does not prevent these same books from being reprinted or reprinted in another collection from the same publisher. Because it’s nothing personal with the book. Space is needed for the most recent titles. The deposit cost is very expensive. Better to destroy them and, if warranted by some circumstantial interest, reprint them.
In general, the author is notified and allowed to take copies. No publisher offers the possibility of donating these books to the thousands of public libraries in Argentina. For that, logistics would have to be put together that they are not willing to do. Because giving away books is not good for the publishing market. Destroy them yes.
Surely there are statistical data on how many books are destroyed in Argentina every year due to lack of space in the warehouses of publishers and distributors. Those thousands of copies do not usually cause concern, as if destroying copies in the name of God, Allah, Communism, or the Roman Empire, was more serious than doing it because the capitalist system needs to generate new consumption all the time.
There is no difference with what happens in other areas. The United States and the European Union used African countries as a dump for their expired or expiring covid vaccines, instead of donating them in time for their application. The Chilean Atacama desert became a graveyard of branded clothing never sold or used. The waste of those who have and that never reaches those who have nothing.
Perhaps within a century, what today seems normal for the publishing world, the health business or the fashion industry to work, will be observed with the same horror with which we see the burning of books carried out by the Nazis. ninety years ago.
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#destruction #books #Page
2023-04-21 22:05:02
What’s happening?
the first bicycle Ciclotte of the PIRELLI brand, manufactured by Multi Design, was presented during Milan Design Week. This version of the designer exercise bike inaugurates the collaboration between the two Italian companies and is characterized by elements derived from motorsport.
The Ciclotte bike, designed by Luca Schieppati, sets itself apart from traditional exercise bikes through a number of different elements, starting with the distinctive single wheel shape. This designer exercise bike is designed to faithfully reproduce the sensation of pedaling a road bike, thanks to a multi-ratio transmission, an electromagnetic resistance system, a frame that can flex laterally with each press of the pedals, and a narrow space between those pedals, like a racing bike. An additional feature is Bluetooth connectivity, for immersive training experiences that simulate real roads, as well as training programs, spin classes and multi-user challenges.
The Ciclotte bicycle combines an ergonomic design and materials such as carbon and steel. Imagined for a contemporary lifestyle where physical exercise, work and well-being share the same space, its compact size allows the bike to be placed in different areas and used both for physical training and to complement home decoration.
Graphics reflecting the arrangement of tires used in Formula 1 for which Pirelli is the sole supplier.
How in F1!
The Pirelli Ciclottes are available in five colorswith the same pattern that the brand uses in the P ZERO that all F1s ride and that indicate the degree of softness or hardness, as well as those intended for wet floors.
Getty Images (Miguel Medina)
- ‘soft’ red
- ‘medium’ yellow
- White ‘hard’
- Green and Blue for “rain”
For the first time, Ciclotte will also have rubber handlebar grips, for better grip during the most intense workouts.
You will not be able to deny that the Pirelli Ciclotte is a very decorative object, much more than a common stationary bicycle and prices range from 7,400 to 8,900 euros depending on the version.
How many Pirelli Ciclottes will end up as an expensive coat rack?
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#Pirelli #teams #Ciclotte #create #F1inspired #stationary #exercise #bike