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	<title>Known</title>
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	<pubDate>Fri, 25 Jun 2010 11:11:21 +0000</pubDate>
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		<title>Can a few simple interventions transform an organisation?</title>
		<link>http://www.known2.com/views/can-a-few-simple-interventions-transform-an-organisation/</link>
		<comments>http://www.known2.com/views/can-a-few-simple-interventions-transform-an-organisation/#comments</comments>
		<pubDate>Thu, 24 Jan 2008 12:56:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
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		<guid isPermaLink="false">http://www.known2.com/views/can-a-few-simple-interventions-transform-an-organisation/</guid>
		<description><![CDATA[Alan Riley
and Robert Goodsell
We are two organisation consultants with a nagging professional dissatisfaction. Our experience is as follows. We have created many change programmes ourselves for clients, and been part of those created by colleagues. We have been on the receiving end of other people&#8217;s programmes. We read widely in the literature and attend a [...]]]></description>
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		<title>Authority and power issues for a matrix manager</title>
		<link>http://www.known2.com/views/authority-and-power-issues-for-a-matrix-manager/</link>
		<comments>http://www.known2.com/views/authority-and-power-issues-for-a-matrix-manager/#comments</comments>
		<pubDate>Mon, 21 Jan 2008 09:01:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
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		<description><![CDATA[Authority: the right to make an ultimate decision; the right to make decisions that are binding on others. Anton Obholzer
Power: the ability to act; the capacity to do something. Webster’s dictionary
&#160;
Matrix reporting structures create considerable authority and power problems for managers.
A manager who has a ‘dotted line’ reportee will have authority and power. But the [...]]]></description>
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		<title>Psychological damage in organisations</title>
		<link>http://www.known2.com/views/psychological-damage-in-organisations/</link>
		<comments>http://www.known2.com/views/psychological-damage-in-organisations/#comments</comments>
		<pubDate>Mon, 21 Jan 2008 08:58:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[article]]></category>

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		<description><![CDATA[How ‘caring communication’ can be exactly the opposite
Proposition
By not communicating painful or difficult information to their people in the interests of being kind or protective, leaders and managers do more damage to themselves, their people, and the organisation than if they had communicated the information in the first place. They fail to recognise what psychologist [...]]]></description>
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		<title>The sad case of the disappearing values</title>
		<link>http://www.known2.com/views/the-sad-case-of-the-disappearing-values/</link>
		<comments>http://www.known2.com/views/the-sad-case-of-the-disappearing-values/#comments</comments>
		<pubDate>Mon, 21 Jan 2008 07:17:10 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[article]]></category>

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		<description><![CDATA[How do you make values stick when the change workshop is over?
One afternoon last month I stood in a queue at the local branch of my bank. I needed to deposit a cheque and the hole-in-the-wall facility wasn&#8217;t working. Three out of five counter positions were closed, and there were eight of us waiting. As [...]]]></description>
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