| 书目名称 | Process Management | | 副标题 | Why Project Manageme | | 编辑 | Hans de Bruijn,Ernst ten Heuvelhof,Roel in ‘t Veld | | 视频video | | | 概述 | A guide to processes that result in successful changes Provides concrete examples for the management of complexity Gives recommendations on how to accelerate processes of change.Includes supplementary | | 图书封面 |  | | 描述 | • End: pro?t and loss account. As a result, there will be a stage at which the parties have developed relations and prospects of gain, while there are still a number of problems that are dif?cult to solve and that fail to evoke consensus. Each party will then draw up a pro?t and loss account. On the positive side of the balance are the relations developed and the gains collected, on the negative side there are the losses and the unsolved problems. For particular parties, who have no interest in the problem, the latter side is uninteresting; for others, who have an interest in a particular solution of this problem, it represents a form of loss. • Pro?t and loss balance positive for a critical mass: speed. The speed of the process will increase if the pro?t and loss account shows a positive balance for a critical mass of parties. They wish to collect their gains and therefore to make ?nal decisions. At this point there will be an important psychological mec- nism: parties tend to anticipate on collecting their gains, which increases their urge to speed up the process. It is clear from the above, however, that the end of a process is dif?cult to predict. | | 出版日期 | Book 2010Latest edition | | 关键词 | Change; Change Management; Complexity; Manager; Negotiated Management; Process Management; Stakeholder Man | | 版次 | 2 | | doi | https://doi.org/10.1007/978-3-642-13941-3 | | isbn_softcover | 978-3-642-42851-7 | | isbn_ebook | 978-3-642-13941-3 | | copyright | Springer Berlin Heidelberg 2010 |
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发表于 2025-3-21 19:58:32
