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Change Management for Successful Implementation

  • Nancy M. Lorenzi
  • Robert T. Riley
Part of the Health Informatics Series book series (HI)

Abstract

It’s exciting to think about a new vision particularly when you’re the creator/driver of it. You see the need clearly. You feel the urgency in your stomach. You’re motivated to change. You see the fire with your own eyes. Your smell the smoke in your own nostrils. The tent is on fire. You have to change. Why are others in the organization so lackadaisical? Don’t they smell the smoke? Don’t they see the fire? Don’t they feel the urgency to change?1

Keywords

Change Management Wall Street Journal Senior Leader Negative Force Social Science Theory 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

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    Watzlawick P, Weakland JH, Fisch R. Change: Principles of Problem Formation and Problem Resolution. New York: W.W. Norton, 1974.Google Scholar
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    Deutsch M, Krauss RM. Theories in Social Psychology. New York: Basic Books, 1965.Google Scholar
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    Lorenzi NM, Mantel MI, Riley RT. Preparing your organizations for technological change. Healthcare Informatics 1990;December:33–34.Google Scholar

Copyright information

© Springer Science+Business Media New York 2004

Authors and Affiliations

  • Nancy M. Lorenzi
    • 1
  • Robert T. Riley
  1. 1.Informatics Center, Eskind Biomedical LibraryVanderbilt University Medical CenterNashvilleUSA

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