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Why creating organizational change is so hard
Gallup Business Journal
Behavioral economics provides clues for why creating lasting organizational change is so difficult. Factors such as status quo bias (a preference for keeping things the same) and loss aversion (the tendency to prefer avoiding losses more strongly than acquiring gains) interact to stack the odds against employees acting very differently for very long.
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The peril of untrained entry-level employees
Harvard Business Review
Just-released findings of the Accenture 2014 College Graduate Employment Survey offer good news and bad news for employers of entry-level talent. First, the bad news: Most of those employers aren't doing much to provide their new hires with the training and support they need to get their careers off to a strong start. The good news is that, as young employees increasingly value career-relevant skills, and as awareness spreads more quickly of which employers provide good development training, there is a new opportunity for some employers to shine.
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The dirty side of change management
Forbes
Nobody ever thinks about change management until it's too late. And nobody ever thinks to call in for change management help until it's WAY too late. So, change management consulting usually means having to jump into a game that has already started, learn the plays, figure out the players and have strategic impact — all before the buzzer goes off.
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Want to lead? Learn to ask the right questions
Big Think
Have you ever walked away from a sales meeting wondering what you could have said differently to a potential client? Or do you feel as though you're only wasting your breath trying to convince your employees to believe in a new initiative or direction? Convincing others can't come from you — it has to come from them. How does this happen? Learn to ask the right questions, advises management expert Daniel Pink.
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US middle-skill jobs struggle to come back
Reuters
Millions of U.S. teaching, construction and other middle-skill jobs lost in the last recession have not returned, exacerbating the already high unemployment that has been a drag on the U.S. recovery, New York Federal Reserve officials said. In comparison, higher-skill and higher-paying occupations in law, finance and medicine have grown 7.8 percent on top of the 1.0 percent gain during the recession. Lower-skill and lower-paying jobs in food and other services industries recovered 6.0 percent in 2010 to 2013 following a 2.6 percent decline.
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Valerie Hunt, Senior Content Editor, 469.420.2690   
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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