000			01780cam a2200337 a 4500
999			_c17163 _d17163
001			15217676
005			20190531074700.0
008			080313s2008 maua 000 0 eng
010			_a 2008011152
015			_aGBA878459 _2bnb
016	7		_a014647503 _2Uk
020			_a9781422179710 (alk. paper)
020			_a1422179710 (alk. paper)
035			_a(OCoLC)213312169
035			_a(OCoLC)ocn213312169
040			_aDLC _cDLC _dIG# _dBTCTA _dBAKER _dYDXCP _dUKM _dUPZ _dCDX _dXQG _dGHG _dNLGGC _dWIQ _dTSU _dVP@ _dLMR _dDLC
050	0	0	_aHD58.8 _b.K673 2008
082	0	0	_a658.4/06 _222
084			_a85.10 _2bcl
100	1		_aKotter, John P., _d1947-
245	1	2	_aA sense of urgency / _cJohn Kotter.
260			_aBoston, Mass. : _bHarvard Business Press, _cc2008.
300			_axii, 196 p. : _bill. ; _c22 cm.
505	0		_aIt all starts with a sense of urgency -- Complacency and false urgency -- Increasing true urgency: one strategy, four tactics -- Tactic one: bring the outside in -- Tactic two: behave with urgency every day -- Tactic three: find opportunity in crises -- Tactic four: deal with NoNos -- Keeping urgency up -- The future: begin today.
520			_aIn his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
650		0	_aOrganizational change.
856	4	1	_3Table of contents only _uhttp://www.loc.gov/catdir/toc/ecip0813/2008011152.html
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_cBK