Managing Change

Wayne Vucinic Book Prize 2007, "for the most important contribution to Russian, Eurasian, and East European studies in any discipline of the humanities or social sciences." 

Endorsement by Slavoj Zizek:

"Alexei Yurchak's Everything Was Forever, Until It Was No More immediately seduced me by its very title with a profound philosophical implication that eternity is a historical category--things can be eternal for some time. The same spirit of paradox runs through the entire book--it renders in wonderful details the gradual disintegration of the Soviet system from within its ideological and cultural space, making visible all the hypocrisy and misery of this process. I consider Yurchak's book by far the best work about the late epoch of the Soviet Union--it is not just history, but a pleasure to read, a true work of art." (Slavoj Zizek, author of In Defense of Lost Causes)

Abstract:

Soviet socialism was based on paradoxes that were revealed by the peculiar experience of its collapse. To the people who lived in that system the collapse seemed both completely unexpected and completely unsurprising. At the moment of collapse it suddenly became obvious that Soviet life had always seemed simultaneously eternal and stagnating, vigorous and ailing, bleak and full of promise. Although these characteristics may appear mutually exclusive, in fact they were mutually constitutive. This book explores the paradoxes of Soviet life during the period of "late socialism" (1960s-1980s) through the eyes of the last Soviet generation.

The purpose of this paper is to define the concept of change management accepted, practiced and implemented in the Romanian enterprises. The approach was made from the perspective of quantifying the level of comprehension and implementation of the change management concept by the Romanian human resources with managerial attributions. For measuring the degree of awareness and applicability of change management in the Ro-manian enterprises, a questionnaire was applied to the managers from five hundred and forty enterprises. The results confirmed that change management is characterized by some generalities: the concept of " organizational culture " is underdeveloped in the Romanian enterprises, change is perceived with fear and resistance as insecurity, uncertainty and the managers have an unproductive attitude towards " the value of information ". The research implications consist in underlining the attitudes and beliefs of the Romanian managerial labor force. This paper recommends models, which can improve the change management processes (generate positive change) in the Romanian enterprises, if used right and duteously. The value created by this study is putting into light the poor theoretical change management knowledge of the Romanian manager who finds himself at the end of a two decades transition of managerial paradigm, finally embracing the " western business ways " .

The new management paradigm states that managing people is about managing feelings. For many people, change is a very personal and emotional issue, and can be difficult, especially when it involves their work environment. Employee resistance can pose significant obstacles to the planning and development of an office space relocation, particularly for projects that attempt to change the way in which people work. The relocation of employees is expensive, in terms of both operational costs and investments. This paper deals with both the psychological as well as the economic impacts of introducing a change. It is intended to equip facility managers who are delivering projects to understand not only the change process, but also more importantly, to discern why employees resist change and provide them with a multifaceted approach to facilitating the change process. One key element for managing the resistance to change is the use of effective, ongoing and varied communication vehicles. This paper includes an inventory of recommended communication tools that have proved to be both effective and successful. It will share experiences through 'lessons learned', that will demonstrate how 'skipping steps' in the process can jeopardise the success of the project. It is hoped to establish that time and resources expended towards the management of the resistance to change equate to time and effort well spent and can make the difference between success and failure.

The purpose of this study is to identify the factors that can affect the effectiveness of the Yield Management training program at a semiconductor company. The research framework for this study was designed based on the Kirkpatrick model and questionnaires were used and distributed to technical staff at Silterra. The study finds that factors such as participants, trainer, training materials and organization can affect the effectiveness of the training while other factors such as the training program itself, working environment and technology were immaterial. The results also indicated that participants, trainer, training material and the organization had a positive relationship with the effectiveness of training at the different levels of the Kirkpatrick’s evaluation model. Keywords: training effectiveness, technical training, Yield Management training program, Kirkpatrick’s Training Model, Semiconductor industry

Whilst the condition of a damaged ethical life has received due scholarly attention to date, only rarely is resistance to it conceived as an actual possibility with the potential of real effects on a macro-social scale. This is not just a curious lacuna in the literature. To ignore or miss concrete possibilities or even instances of resistance is to reinforce the apparent naturalness and inevitability of structures of injustice. The aim of this edited collection is to help address this epistemological neglect, exploring the multiplicity of motives, presuppositions, sites, ways, and consequences of acts of resistance. As shown in the ensuing contributions, resistance can be recalcitrant or transformative in its aims, discursive or physical in its means, and local or generalised in its loci. If there is a single argument that can be distilled, it is that the emergence of progressive resistance entails the incessant rational critique of so-styled ‘common sense’ and prevalent ethical claims–a process which could be called ‘the banality of good’. Contributors (in alphabetical order): Andrea Mubi Brighenti, Leonidas K. Cheliotis, Lilie Chouliaraki, Spiros Gangas, Richard Kearney, Alison Liebling, John O’Neill, Nancy Scheper-Hughes, Justice Tankebe, Ezra Tessler, Sappho Xenakis.


Contents

List of Contributors
Acknowledgements

1. Roots, Rites, and Sites of Resistance: The Banality of Good: An Introduction
Leonidas K. Cheliotis

2. Values, Crisis, and Resistance: Prospects for Freedom Reconsidered
Spiros Gangas

3. Narcissism, Humanism, and the Revolutionary Character in Erich Fromm’s Work
Leonidas K. Cheliotis

4. Thinking after Terror: An Interreligious Challenge
Richard Kearney

5. Ecce Homo: The Political Theology of Good and Evil
John O’Neill

6. Resistance as Transformation
Andrea Mubi Brighenti

7. Acting on Vulnerable Others: Ethical Agency in Media Discourse
Lilie Chouliaraki

8. Sites of Resistance: Death Row Homepages and the Politics of Compassion
Ezra Tessler

9. Face to Face with Abidoral Queiroz: Death Squads and Democracy in Northeast Brazil
Nancy Scheper-Hughes

10. Resisting Submission? The Obstinacy of ‘Balkan’ Characteristics in Greece as Dissidence against ‘The West’
Sappho Xenakis

11. Legitimation and Resistance: Police Reform in the (Un)Making
Justice Tankebe

12. ‘Governmentality’ and Governing Corrections: Do Senior Managers Resist?
Alison Liebling

We live in a time of unprecedented, constant change: COVID-19, global warming, evolving technology, death and divorce, business failings and successes—yet many people today are at a loss as to how to deal with change in healthy ways. Often, the stress of quick and excessive change leads to exhaustion, distraction, procrastination, depression, and more.

Nature Breakthroughs reveals forgotten, age-old methods for understanding and dealing effectively with change. Through research, storytelling, and visualizations, readers will discover the patterns underlying change and our reactions to it. The five steps of my Nature Breakthrough Method offer a simple, strategic countdown for harnessing change to create positive results.

This book is for anyone who is feeling stuck, in need of change, facing transition, or actively ushering one in. It’s a contemporary guide on how to become purposefully unstuck based on ancient methods of transformation, as well as a call to action to save both ourselves and the planet amidst the rapid cycles of change we are facing today.

Since the 1990s, change management has received considerable attention as the new paradigm for the management of organisational transformations as well as behavioural and motivational changes within both for-profit and non-profit organisations. As a result, change management has been included in most bachelor's and master's degree programmes in social work and ped-agogics in Germany, either as additional courses or as an area of specialisa-tion. However, its interdisciplinary and intersectional nature has, so far, not been thoroughly considered in the development of managerial and social competences. In particular, the relationship between management science and professional practice was not given much attention, even though the development of change strategies in Human Service Organisations (HSO) must be based on research findings from both social sciences and management studies. In addition, management research and education need to draw conclusions from experiences gained in professional practice (e.g. Raelin, 1997). Research on the theory of transfer in the field of change management has not kept pace with the practice of leading change. So far, existing research has failed to develop a satisfactory concept of theory-practice transfer and ignored the relationship of the justification and development of change strategies as part of the management of social organisations. A number of important questions for researchers, educators, practitioners, consultants, etc. are

""This literature review provides a comprehensive review of current thinking and contextual information about skills and workforce development issues across the workforces of the third sector and in the UK. The specific objectives of the report include the following:
(a) Contextualise quantitative findings about skills and workforce development in the third sector; (b) Provide a digest on current thinking; (c) Inform future research on third sector workforce and skills.""

Most changes fail - according to Mike Hammer (the father of business re-engineering).

Many of the change enablement tools we use are useful to project managers and sponsors, but these tools merely invite and increase resistance.

The article visits a number of the most prevalent change activities and programmes, describing how they can be implemented. A model of change enablement activities are presented, detailing those that merely rely on power and those that rely on empowerment.

The adoption of systems-focused risk assessment techniques has not led to measurable improvement in the rate of patient harm. Why? In part, because these tools focus solely on understanding problems, and provide no direct support for designing and managing solutions (i.e., risk control). This second installment of a 2-part series on rebalancing risk management describes a structured approach to bridging this gap: The Active Risk Control (ARC) Toolkit. A pilot study is presented to show how ARC Toolkit can improve the quality of risk management practice.

This article examines five common misunderstandings about case-study research: (a) theoretical knowledge is more valuable than practical knowledge; (b) one cannot generalize from a single case, therefore, the single-case study cannot contribute to scientific development; (c) the case study is most useful for generating hypotheses, whereas other methods are more suitable for hypotheses testing and theory building; (d) the case study contains a bias toward verification; and (e) it is often difficult to summarize specific case studies. This article explains and corrects these misunderstandings one by one and concludes with the Kuhnian insight that a scientific discipline without a large number of thoroughly executed case studies is a discipline without systematic production of exemplars, and a discipline without exemplars is an ineffective one. Social science may be strengthened by the execution of a greater number of good case studies.

Phronetic organizational research is an approach to the study of management and organizations focusing on ethics and power. It is based on a contemporary interpretation of the Aristotelian concept phronesis, usually as ‘prudence’. Phronesis is the ability to think and act in relation to values, to deliberate about ‘things that are good or bad for humans’ in the words of Aristotle (1976:1140a24–b12). Phronetic organizational research effectively provides answers to the following four value-rational questions, for specific problematics in management and organization studies: 1. Where are we going with this specific management problematic? 2. Who gains and who loses, and by which mechanisms of power? 3. Is this development desirable? 4. What, if anything, should we do about it?

MBA student, chichester University Addressing the individual's relationship to change and motivation can allow us to significantly reduce the impact of structural organisation-wide change on the individual worker, through this their associated teams, departments and the organisation as a whole. Applying this to real workforce situations within Nokia, where poignant situations have arisen resulting in increased change resistance due to not addressing awareness and desire creation, change fatigue and failure to address the people side of change.

This thesis investigates the professional roles responsible for perpetuating contemporary artworks, using the term “perpetuation” to refer to a holistic preservation of the integral components (material and/or immaterial) of an artwork over time. A contemporary artwork is re-enacted differently between exhibitions: materials are replaced, time-based media equipment and formats are changed and spatial arrangements are altered. A work can start as a performance and over the years develop into an object, or vice versa. There is change to be prevented and change to be cherished; every artwork has its own rules, and there are even cases where these rules are meant to be altered over time.  Contemporary art, as sociologist Nathalie Heinich has argued, constitutes a new paradigm of art, distinct from traditional and modern. Contemporary artworks transgress conventional barriers, are highly idiosyncratic, and have a disposition to embrace change. As a result, the identity and ontology of a contemporary artwork are not self-evident, leading to a requirement of extensive and thorough research and documentation of the artist’s intent, as well as of the artwork’s institutional life. This requirement has proven challenging to institutions. Through literature review, a field-study and 27 semi-structured expert interviews, this thesis seeks to investigate the ways in which this requirement challenges traditional museum roles, namely, conservators and curators. It concludes that this demanding requirement posed by contemporary artworks is difficult to be fulfilled when added as a peripheral responsibility to the many primary responsibilities conservators and curators have. The thesis proposes the establishment of a new museum role: a collaborator to conservators and curators; a researcher with the role of understanding and documenting the identity and ontology of a contemporary artwork, tracing the artist’s intent, as well as the rationale of institutional decision-making — supporting a clear, effective and well-documented reflection back and forth from the archive to the exhibition space.

The Aalborg Project may be interpreted as a metaphor of modern politics, modern administration and planning, and of modernity itself. The basic idea of the project was comprehensive, coherent, and innovative, and it was based on rational and democratic argument. During implementation, however, when idea met reality, the play of Machiavellian princes, Nietzschean will to power, and Foucauldian rationality-as-rationalization resulted in the fragmentation of the project.

At the same time that case studies are widely used and have produced canonical texts, it may be observed that the case study as a methodology is generally held in low regard, or is simply ignored, within the academy. For example, only 2 of the 30 top-ranked U.S. graduate programs in political science require a dedicated graduate course in case study or qualitative methods, and a full third of these programs do not even offer such a course. In contrast, all of the top 30 programs offer courses in quantitative methods and almost all of them require training in such methods, often several courses. In identifying this paradox of the case study’s wide use and low regard, Gerring rightly remarks that the case study survives in a “curious methodological limbo,” and that the reason is that the method is poorly understood. In what follows, we will try to resolve Gerring’s paradox and help case study research gain wider use and acceptance.

Our understanding of the cross-cultural aspects of personal epistemology is limited. In particular, cross-cultural comparisons of elementary school teachers’ and students’ personal epistemology have received very little theoretical or empirical attention. The current chapter aims to examine German and U.S. elementary schools in terms of their philosophical and practical similarities and differences in personal epistemology. Both theoretical and empirical work will be reviewed to support a more holistic model of personal epistemology, the Educational Model of Personal Epistemology. In light of this model, we discuss our expectations for differences and similarities in the epistemic climate of elementary classrooms in the U.S. and Germany. Drawing from this discussion, we suggest that researchers should approach cross-cultural research in personal epistemology from a more holistic standpoint, employ a diversity of methods, and obtain a solid understanding of the educational context under study. Regarding educational implications, we propose a possible fusion of the educational philosophies held in the U.S. and Germany concerning the implementation of teacher training and classroom education. Finally, we recommend that fostering evaluativistic thinking (i.e., a way of knowing that focuses on the evaluation and decision-making among differing viewpoints) should be a main goal for education starting at the elementary level to ensure students’ future roles as productive citizens in Western societies and stress the role of the teacher in this endeavor.

"This paper uses an ethnographically-inspired methodology to look at the dynamics of anglicization and resistance against it in a culturally and linguistically homogeneous project team. We show that changing working language can be extremely disruptive to team work. Over the surface, efficiency is impaired as working in a foreign language restricts speakers’ accuracy, fluency and willingness to speak.  The  team  leader’s  important  and  difficult  role  is  to  limit “losses”.  Under  the  surface,  the
language  change  turns  out  to  strike  a  new  balance  of  power,  in  response  to  which  potentially harmful individual strategies emerge to in- or decrease the weight of English in team work, notably through  language-switching.  Ambiguity  as  a  policy  reaches  its  limits  there,  although  explicit negotiation may not be an option. Corporate language policy should in any case be thought of as dialectically co-constructed by decision-makers and language-users themselves."

The concept of managing a wide range of cultural diversity in the workplace is challenging but not impossible and one of increasing importance.  According to Johnson & Johnson (2006), there is an increasing interdependence on each other thus diversity in any setting is increasingly inevitable, the globalisation of business resulting in a more diverse workforce.

Triandis & Wasti (2008) explains organisational culture as shared behaviour and human made aspects of society including practices (how things are done here) and values (how things should be done).  Moreover, both Barak (2000) and Leonard & Straus (1997), summarise what is sometimes called the ‘platinum rule’, meaning that valuing diversity involves treating others as they wish to be treated.

Diversity in organizations is managed by the inclusion and awareness of minority groups such as ethnic, gender, aged and disabled workers.  These minority groups and women are often excluded in organizations despite projections showing they will make up the majority of workplace entrants in the next decade causing ongoing concern expressed by governments and business officials (Rubaii-Barrett & Beck, 1993).

Much empirical research has gone into the benefits of effectively managing this workplace diversity providing a wide range of strategies and actions.

This paper addresses the diversity of organisational culture on a macro level and what constitutes effective management of diversity on a micro level.

Risk assessment, by itself, does nothing to reduce risk or improve safety. It can only change outcomes by informing the design and management of effective risk control interventions. But current practice in healthcare risk management suffers from an almost complete lack of support for risk control. This first installment of a 2-part series on rebalancing risk management describes a new framework to guide risk control practice: The Process for Active Risk Control.

LUX* was a successful hospitality group operating in the Indian Ocean as well as other locations. In its previous incarnation, the company suffered from poor financial performance, poor service quality and a weak brand. A change in the leadership of the company led the group through a transformation, which showed positive results within 12 months. This case study describes a service revolution that lead to rapid improvements in service culture and guest experience, which in turn lead to sustained financial improvements on a quarter-on-quarter basis.

Introduction
This case study focuses on a fast growing online business services startup platform in Australia.  It operates as its own functioning business unit under the umbrella of News Ltd, who own a cluster of individual digital companies also known as Rupert Murdoch’s News Corporation, one of the world’s largest global media companies.  This case study examines a change that occurred when almost the entire senior management staff level was replaced including the CEO two years ago. 

Organisational change is something that occurs throughout an organisation’s life cycle and effects the entire organisation rather than one part of it.  Employing a new person is one example.  Change is increasing due to a number of forces including globalisation led by rapidly advancing technologies, cultural diversity, environmental resources and the economy; therefore the ability to recognise the need for change as well as implement change strategies effectively, in a proactive response to internal and external pressures is essential to organisational performance.  Internal changes can include organisational structure, process and HR requirements and external changes involve government legislation, competitor movements and customer demand (Wood et al, 2010).

Change does not need to be a painful process, as it may seem when observing the amount of failed change management initiatives with reports as low as 10% of researched success rates (Oakland & Tanner, 2007), when successful change management strategies are utilised and planned, including effective communication strategies, operational alignment, readiness to change and implementation, which all lower and overcome resistance (Wood et al, 2010). 

There is a great amount of literature on the negative aspects and difficult management with employees resisting change, however Wood et al (2010) challenge this notion by questioning the change management process as people do not resist change itself but aspects of the change that affects them personally such as fear of the unknown, status, remuneration and comfort.  Resistance to these changes is a healthy reaction and can be managed effectively in the beginning by ensuring communication and using one of the change initiatives described here .

Öz
Bu çalışmanın amacı; 14 Eylül 2011 tarihinde 652 sayılı Kanun Hükmünde Kararname ile değişimi başlatılan ve sonrasında 6528 sayılı kanun, çeşitli yönetmelikler ve son olarak 6764 sayılı kanun ile değişimi sürdürülen Türkiye'nin çağcıl eğitim denetim sisteminin merkezi ve taşra teşkilatı yapısını, işleyişi, Milli Eğitim Bakanlığı'nın hiyerarşik yapısındaki yeri, roller ve görevleri, değişen unvanları ve güncel durumunu detaylı biçimde aktarmaktır. Çalışmada, nitel yöntem çeşitlerinden doküman analizi ile toplanan veriler betimsel ve içerik analizi teknikleri ile çözümlenmiştir. Çalışmada, amacında belirtilen süre içerisinde ve boyutlarda, Türk Eğitim Denetimi Sisteminde çok sık ve peşi sıra gerçekleştirilen bu değişiklikler sistemli ve açık biçimde aktarılmıştır.

Abstract
The purpose of the current study is to present Turkey's contemporary educational supervision system, the latest changes in it and the final overall structural framework. It also aims to give information about its functioning, the position in the hierarchical structure of the Ministry of Education, roles and up to date titles which have been altered a number of times by The Decree Law on the Organization and Duties of Ministry of National Education (Law No: 652; Date: 14 September 2011), the law numbered 6528 (Date: 1 March 2014) and 6764 (Date: 2 December 2016). The data was collected through document analysis and analyzed by means of descriptive and content analysis. In this study, often and subsequent changes within a certain period of time and dimensions were presented in a clear and systematic way.

Shop and office employees’ act of 1954 is one the crucial piece legislation that applies to mercantile sector employees in Sri Lanka. Our state ‘Democratic Socialist Republic of Sri Lanka’ exercising its’ socialist nature has enacted a rigorous legislative framework that deliberately protects employees and their rights within the state. This is mainly due to the unequal bargaining power the employers have over the employees; the state intervention is deemed necessary to ensure the welfare of the workers. This legislation was prepared following a report by a committee of inquiry appointed in the 1940s to investigate the working conditions of the employees in the mercantile sector. The act applies to all shops and offices (Gazette No.10, 724 of 15th October 1954, Supplement) in Sri Lanka, and any other categories of workplaces declared by the Minister of Labour. As its title suggests the act was brought forward with the objective of regulating working hours and the remuneration of the shop and office employees in Sri Lanka.  There was an amendment done in 2018 to the legislation concerning the maternity benefits of the female workers in shops and offices. This essay reflects upon this piece of legislature and its salient features in the current socio-economic context.

In this paper we argue that the use of the communicative theory of Jürgen Habermas in planning theory is problematic because it hampers an understanding of how power shapes planning. We posit an alternative approach based on the power analytics of Michel Foucault which focuses on ‘what is actually done’, as opposed to Habermas’s focus on ‘what should be done’. We discuss how the Foucauldian stance problematises planning, asking difficult questions about the treatment of legitimacy, rationality, knowledge and spatiality. We conclude that Foucault offers a type of analytic planning theory which offers better prospects than does Habermas for those interested in understanding and bringing about democratic social change through planning.

This research, conducted by the author when a Senior Researcher at Newcastle University, UK, was funded by a UK governance organisation to help them assess, integrate and improve their understanding of the governed population.

ABSTRACT: Governance organisations have been urged to develop more holistic evidence-based approaches with partners to better deal with issues affecting the governed population. This presupposes an understanding of the population, yet there has been little research work addressing how governance organisations come to understand their governed population, nor how this understanding can be improved upon within such organisations.

This case study examined in-depth how understanding of a governed population was developed within one UK local governance organisation and it explored how such understanding might be developed and improved through more holistic and evidence-based organisational learning within the organisation and its governance partnerships.

The research methodology involved placement within the governance organisation, participant observations on several projects and innovative initiatives, observations within, across, and outside the organisation, and also interviews with varied key stakeholders.

The study examined:

- stakeholder engagement and networks
- current and varied understandings of the population
- mechanisms actually used for developing understandings
- the influence of context on organisational learning

and analysed these to arrive at a recommendations to improve organisational understanding of the governed population.

In the case studied, significant strengths were found: including innovative past learning trials for development, extensive ongoing networking activities, and many varied and accumulating quantitative datasets available across partnerships.

However, entrenched organisational approaches and practices constrained the development of holistic evidence-based understanding, for instance: the absence of systematic maintained collective learning processes; weak recording and forgetting of understandings; methodological exclusion of stakeholders from the development of understanding; the relative neglect of qualitative data, explanations, investigations, interpretations, and reflexivity; and also implicit organisational acceptance of such limitations and low aspirations.

Nonetheless, untapped opportunities existed to enable change including: latent practitioner knowledge and innovative management champions, the desire for improvement and raised aspirations within learning networks, and the development potential of alterative learning approaches.

It was concluded that more holistic evidence-based understanding was possible, but required new learning approaches beyond those then in use in both local government or academia.   

Recommendations are made to utilise and develop improved organisational learning approaches trialed and reported in the case study.

It is argued that the case study findings, conclusions, and recommendations may be applicable to other similar local governance organisations and partnerships that seek to better understand local populations, services and interventions.

The work was also submitted for, and awarded, an MPhil (at Newcastle University, supervised by Prof. Patsy Healy)

Although it is probably the best-known Prospective Hazard Analysis (PHA) tool, Failure Mode and Effects Analysis (FMEA) is far from the only option available. This paper introduces one of the alternatives: The Structured What-If Technique (SWIFT). SWIFT is a flexible, high-level risk identification technique that can be used on a standalone basis, or as part of a staged approach to make more efficient use of bottom-up methods like FMEA.

In this paper we describe the method, assess the evidence related to its use in healthcare using a systematic literature review, and suggest ways in which it could be better adapted for use in the healthcare industry. Based on the limited
evidence available, it appears that healthcare workers find it easy to learn, easy to use, and credible. Especially when used as part of a staged approach, SWIFT appears capable of playing a useful role as component of the PHA
armamentarium.

The academic study of International Relations can be considered as a scholarly evaluation of different theories and application of their lens to the subject of analysing International Relations and security affairs. Among numerous International Relations theories, the most principal is Realism. The topic of this paper will critically discuss the differences and similarities between two sub-schools of Realism: classical realism and structural realism. The key research question is whether the two approaches can be considered on a linear continuum, or whether they offer rather contrasting perspectives making them stand out as separate approaches. The topic is widely researched in the discipline, but previous works have failed to address the research question through the method of rigorous critical thinking. The quality of life and that of what we produce, create or build depends precisely on the quality of our thought. Critical thinking is the art of analysing and evaluating thinking with a view to improving it (Paul & Elder, 2007: 4). Thus, a new perspective adopted is critical thinking, which is self-directed, self-disciplined, self-motivated, self-monitored and self-corrective thinking. It requires rigorous standards of excellence and mindful command of their use. Critical thinking entails communication and problem solving abilities and a commitment to overcome native egocentrism and sociocentrism (Ibid.). It encourages the attitude of global citizenship, innovation and invention. In line with the above, this paper will present the development of a clear theoretical framework outlining the core aspects of classical and structural realism. The latter will distinguish between ‘Offensive’ and ‘Defensive’ Realism. Key aspects of these theories including identification of the actors, their nature, motivation, the importance of anarchy will be analysed. Leading scholars within each of these schools of thought will be identified, for example, Morgenthau, Waltz and Mearsheimer. Differences within schools will be considered, particularly differences between ‘Offensive’ and ‘Defensive’ Realism. Plus, the similarities between the former and classical realists will be highlighted in order to ascertain the extent to which they can be considered as cohesive approaches, as well as, weaknesses and strengths of both approaches will be evaluated. This article attempts to encourage adoption of a super-hopeful vision of mankind brotherhood (as opposed to the superficial one based on authoritarian populism, military dictatorship and autocratic tyrants) of a better world in which, a complex set of urgent crises such as climate and ecological crises can be and will be solved thanks to Churchillian leadership. Realism, with its core concept that statesmen think and act in terms of interest defined as power and its current projections, unfortunately, cannot explain systemic change. Building on this concept, this paper introduces a novel theoretical innovation in the form of envisioning a clean civilization, creation of which still in this century will depend on human solidarity and identity expanding and synchronizing with the planet. The ability to imagine a world in which things are different is evidence of a decent imagination, plus a possibility of change out of an impossibly hopeless scenarios. For critics who claim it is merely utopia, Oscar Wilde's words apply, ''a map of the world that does not include Utopia is not worth even glancing at... Progress is the realisation of utopias.” A new model will be presented using the principle of parsimony, which is a concept in which an explanation of a theory is created with the fewest assumptions. The Law of Parsimony advocates choosing the simplest scientific explanation that fits the evidence. The model of parsimony presented in this paper will focus on simplicity. Simple steps need to be embraced to heal the planet and do not duplicate the errors of the previous failed approach whose failure can be attributed to various causes. Among them are: the fecklessness of bureaucrats tasked with developing legislative solutions to a global problem; the failure of journalists, scientists and policymakers to explain the severity of the threat to a disinterested public; the refusal by the major environmental organisations to embrace climate change as a cause worthy of their attention; and ultimately the mobilisation of the oil and gas industry around a massive disinformation campaign. If foreign policies of certain countries by competing in the race of greed and exploitation have made the Earth 'foreign' and a foe to mankind, then they can possibly reverse this state of affairs. This makes a sense for them to mobilize domestically and make climate a pillar of their foreign policies. As Lopez-Carlos et al. (2020) noticed, ''Given the compelling circumstances with which humanity is currently confronted, a substantial and carefully-thought-through reform effort is needed to enhance dramatically the basic architecture of our global governance system. Such a reform should be grounded in key ideas that have motivated those of past generations who have risen to the difficult challenge of providing practical leadership and vision in the international sphere.'' Mazzucato (2021), identified four drivers of dysfunctional form of contemporary capitalism, fuelled by and fuelling climate crisis: 1) finance sector short-termism; 2) the financialisation of business and value; 3) fossil fuel dependency; and 4) slow or absent governments. According to Lopez-Carlos et al. (2020), ''The risk of the catastrophic collapse of the present system is not negligible. The rise of autocratic populists and authoritarian tyrants, public disillusionment with partisan politics, and the general decline in the quality of leadership in government are all increasing the risks of fundamental instabilities that could precipitate major crises. If we do not act now to strengthen the international order, we may be forced to rebuild a global institutional framework after a major war, the collapse of the global financial system, a pandemic wiping out a significant part of the world’s population, or extreme climate change producing famines and mass migrations, any of which would overwhelm existing institutions at the national and global levels.'' Mazzucato (2021) identified six key lessons for tackling complex problems from Apollo, developing them into principles for a new political economy: 1) vision and a strong sense of purpose; 2) risk taking and innovation; 3) organisational dynamism; 4) cross-sectoral collaboration; 5) outcomes-based budgets and long-term horizons; and 6) dynamic public-private partnerships. Given above, this paper will lay a foundation for a novel combination of IR theories, particularly green and indigenous theories, plus specific inspection of some of the critical concepts known in Eastern cultures: Chinese and Hindu to emphasize that that we all connected to nature; as well as, to give account for a possible explanation of climate change and effective solutions to interrelated network of global challenges facing humanity in the 21st Century. In International Relations, innovation is related to, but not the same as, invention. While innovation is more apt to involve the practical implementation of an invention such as a new, improved theoretical model to make a meaningful impact. Scholars who aim to create meaning and who are working on cutting-edge research across the social sciences and humanities need to critically evaluate various IR theories and their ability to explain the world. Innovative methods involve application of demonstrable and informative research utilizing both traditional research approaches and new technologies to interrogate many social, political, economic and historical phenomena. Hence, this paper critically analyses the notion that Realism in its various aspects can and should be reduced to a single, internally consistent, and logically coherent theory that could provide for the continuous explanatory power despite the passing of time and a changing mix of complex global challenges facing the world in the 21st Century. The key finding is that Realism is a centuries-old foundational school of thought with many variants which are emerging and can be included into one broad theoretical school. Although search for a parsimonious theory might be a worthwhile theoretical undertaking with an elegant objective in mind, such task often generates lots of evidence-based discussion among competing International Relations scholars pointing towards evolution and sharpening of ideas. Since, Realism is far from being an exhaustive theory, neither has it existed without evident limitations, nor has it remained universally applicable to all times and epochs. Finally, it is neither prescriptive to every possible reality, nor is there a guarantee that it will remain so in the future so the idea of analysing it is fascinating.

This research examined the determinant of organizational change management process in Ethiotelcom front office contact center adviser (994), Ethiopia. The quantitative and qualitative data collection methods to collect the randomly selected data through stratified sampling. A total of 307 structured questionnaires distributed to two Ethiotelcom branches-but from the distrusted questionnaires, 277 returned; this is due to the condition of the COVID-19 epidemic throughout the country, and the announcement of a new plan to sell off 40 % to other companies led the Ethiotelcom to restrict all information goes out of the company. The data collected from the questionnaire were analyzed using statistical tools such as mean, standard deviation, correlation, and multiple regression analysis via SPSS (version. 26).

This article presents results from the first statistically significant study of cost escalation in transportation infrastructure projects. Based on a sample of 258 transportation infrastructure projects worth US$90 billion and representing different project types, geographical regions, and historical periods, it is found with overwhelming statistical significance that the cost estimates used to decide whether such projects should be built are highly and systematically misleading. Underestimation cannot be explained by error and is best explained by strategic misrepresentation, that is, lying. The policy implications are clear: legislators, administrators, investors, media representatives, and members of the public who value honest numbers should not trust cost estimates and cost-benefit analyses produced by project promoters and their analysts.