000			01566nam a2200337#a 4500
001			0000019567
002			15217676
003			NIH
005			20240220140607.0
008			240220s2008 xx 000 0 eng d
010			_a2008011152
015			_aGBA878459 _bbnb
016			_a014647503 _bUk
020			_a1422179710 _q(alk. paper)
020			_a9781422179710 _q(alk. paper)
035			_a(OCoLC)213312169
035			_a(OCoLC)ocn213312169
040			_aIPSK
082			_a658.4/06 _222
084			_a85.10 _bbcl
090			_aHD58.8 _b.K673 2008
100			_aKotter, John P. _d1947- _eauthor.
245		2	_aA sense of urgency/ _cJohn Kotter.
260			_aBoston, Mass.: _bHarvard Business Press, _cc2008.
300			_axii, 196 p.: _bill.; _c22 cm.
505			_aIt all starts with a sense of urgency -- Complacency and false urgency -- Increasing true urgency: one strategy, four tactics -- Tactic one: bring the outside in -- Tactic two: behave with urgency every day -- Tactic three: find opportunity in crises -- Tactic four: deal with NoNos -- Keeping urgency up -- The future: begin today.
520			_aIn his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
650	1	0	_aOrganizational change.
856			_3Table of contents only _uhttp://www.loc.gov/catdir/toc/ecip0813/2008011152.html
942			_cOS
999			_c13681 _d13681