The term “change management” is now mostly associated with dreary corporate directives that don’t really serve or connect with employees. There’s a reason for that – and a way to fix it.
Integration of new technologies – especially those that have the potential to introduce deep changes to people’s jobs and routines – can often be met with resistance. It’s not enough to simply make them available and to then assume they’ll be used; for real change to take root, it needs to be actively enabled and promoted. But where should you start?
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