Looks at approaches to leading change, aiming to ensure that change is a positive rather than a negative experience for those involved. Considers factors which help in the change process and those which do not and offers four simple rules as guidelines for change. These include factors such as having a clear goal and the creation of trust and buy‐in from those involved. Provides real‐life examples of these rules at work. Considers the importance of having valid measures of performance and of testing reality ‐ i.e. not assuming change is working.
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