01345nam 2200361Ia 450 99639587130331620221108045845.0(CKB)4330000000316809(EEBO)2240961848(OCoLC)12258322(EXLCZ)99433000000031680919850712d1664 uy |engurbn||||a|bb|The compleat gardeners practice, directing the exact way of gardening[electronic resource] in three parts : the garden of pleasure, physical garden, kitchin garden : how they are to be ordered for their best situation and improvement, with variety of artificial knots for theby Stephen Blake, gardenerLondon Printed for Thomas Pierrepoint, ...1664[17], 154, [6] p., 80 leaves of plates illReproduction of original in British Library.Includes index.eebo-0018GardeningGreat BritainGardeningEarly works to 1800GardeningGardeningBlake StephenGardener.1017189EAAEAAm/cWaOLNBOOK996395871303316The compleat gardeners practice, directing the exact way of gardening2384289UNISA03079nam 2200529 450 991080934760332120200520144314.01-63694-103-61-63694-104-4600-00-4744-4(CKB)2670000000335226(EBL)3002559(SSID)ssj0000972061(PQKBManifestationID)12459130(PQKBTitleCode)TC0000972061(PQKBWorkID)10940245(PQKB)11535935(Au-PeEL)EBL3002559(CaPaEBR)ebr10907791(OCoLC)891385621(MiAaPQ)EBC3002559(EXLCZ)99267000000033522620140831h20032004 uy 0engur|n|---|||||txtccrMaking change work practical tools for overcoming human resistance to change /Brien PalmerMilwaukee, Wisconsin :ASQ Quality Press,2003.©20041 online resource (104 p.)Description based upon print version of record.0-87389-611-4 Includes bibliographical references and index.Measure your organization's readiness for change -- Making change work: a model for overcoming human resistance to change -- Step 1: Leading change -- Why do this? -- Tools for leading change -- The team charter -- The calendar test -- Personal audit -- Adopting change roles -- Step 2: Creating a shared need -- Why do this? -- Tools for creating a shared need -- The cost of the status quo -- The business case for change -- Step 3: Shaping a vision -- Why do this? -- Tools for shaping a vision -- Describing success -- Key phrase exercise -- More of/less of exercise -- The elevator speech -- Step 4: Mobilizing commitment -- Why do this? -- Tools for mobilizing commitment -- Understanding and managing resistance -- Key constituents map -- Stakeholder analysis for change -- Technical-political-cultural analysis -- Developing an influence strategy -- Resolving differences and conflict -- Communicate effectively -- Step 5: Monitoring progress -- Why do this? -- Tools for monitoring progress -- Checkpoints for measurement systems -- Change process profile -- Force field analysis -- Step 6: Finishing the job -- Why do this? -- Tools for finishing the job -- Reinforcement through recognition and rewards -- Pilot runs -- Training -- Step 7: Anchoring change in systems and structures -- Why do this? -- Tools for anchoring the change in systems and structures -- Candidates for changed systems and structures -- Staffing and development needs -- Planning for integration -- Conclusion -- Bibliography and resources -- Customer feedback.Organizational changeOrganizational change.658.4/06Palmer Brien1952-1661438MiAaPQMiAaPQMiAaPQBOOK9910809347603321Making change work4017345UNINA