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The formula for change (or "the change formula") provides a model to assess the relative strengths affecting the likely success of organisational change programs. The formula was created by David Gleicher while he was working at management consultants Arthur D. Little in the early 1960s, [1] refined by Kathie Dannemiller in the 1980s, [2] and further developed by Steve Cady.
Due to prolonged change resistance, the climate change problem has escalated to the climate change crisis. Greenhouse gas emissions are rising much faster than IPCC models expected: "The growth rate of [fossil fuel] emissions was 3.5% per year for 2000-2007, an almost four fold increase from 0.9% per year in 1990-1999. …
These tactics implored on an organizational level aid in overcoming resistance and challenges when it comes to change. These tactics are more optimal for when an organization is trying to implement change at an organizational level or trying to enter into a new product space, but still work for other avenues.
Agree to overcome any potential negative ramifications; Agree to overcome any obstacles to implementation; TOC practitioners sometimes refer to these in the negative as working through layers of resistance to a change. Recently, the current reality tree (CRT) and future reality tree (FRT) have been applied to an argumentative academic paper. [20]
Psychological resistance, also known as psychological resistance to change, is the phenomenon often encountered in clinical practice in which patients either directly or indirectly exhibit paradoxical opposing behaviors in presumably a clinically initiated push and pull of a change process.
It can be helpful to complement Theory of Change with a process model that shows how the Theory of Change fits into a larger, more cyclical scheme in which theory leads to action, which leads to monitoring and evaluation, which leads to adjustment of the theory, which leads to the next action, more monitoring and evaluation, and so on.
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In addition, he has published widely on the application of the cognitive model to the therapeutic relationship, [11] transference and counter-transference, resistance to change, [12] and beliefs about emotion regulation [10] [13] that may underpin problematic strategies for coping with or responding to emotions in the therapeutic context. [14]