So much so that organizations became problems personified and hence a whole vocabulary of deficit-based change grew up centered on concepts like gap analysis, organizational diagnosis, root causes of failure, resistance, unfreezing, needs analysis, threat analysis, and the need for high levels of dissatisfaction and urgent burning platforms . Much like diagnostic medicine with its focus on illness, management had become locked in a problem-analytic view of the world, especially when it came to concepts and tools for managing change.
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