Change is a given. Most of us accept that we have little control of forces and pressures that impact our organizations, our executive leaders, the managers we report to and ultimately ourselves. Fighting or resisting change can be a fool’s errand in many situations – often you have to go with the flow. What are the conditions where the magnitude of the change is tsunami-like rather than a wave? How does an organization survive unusually large pressures? What role can the performance management framework play to engineer the change and result afterwards in a stronger organization?

 

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