This chapter contains some new designs and approaches for appraising the performance of individuals. It shows how readers might critique the advice they receive from consultants or from popular business books. It critiques on one of the most thoughtful books on change, Taking Charge of Change: 10 Principles for Managing People and Performance. The second part of this chapter looks at a case where change professionals contend that the line managers are increasingly focusing on “the numbers” and ignoring the human factors that everyone agreed at the outset were so important.
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