Kvasz’s book is a contribution to the history and philosophy of mat- matics, or, as one might say, the historical approach to the philosophy of mathematics. This approach is for mathematics what the history and philosophy of science is for science. Yet the historical approach to the philosophy of science appeared much earlier than the historical approach to the philosophy of mathematics. The ?rst signi?cant work in the history and philosophy of science is perhaps William Whewell’s Philosophy of the Inductive Sciences, founded upon their History. This was originally published in 1840, a second, enlarged edition appeared in 1847, and the third edition appeared as three separate works p- lished between 1858 and 1860. Ernst Mach’s The Science of Mech- ics: A Critical and Historical Account of Its Development is certainly a work of history and philosophy of science. It ?rst appeared in 1883, and had six further editions in Mach’s lifetime (1888, 1897, 1901, 1904, 1908, and 1912). Duhem’s Aim and Structure of Physical Theory appeared in 1906 and had a second enlarged edition in 1914. So we can say that history and philosophy of science was a well-established ?eld th th by the end of the 19 and the beginning of the 20 century. By contrast the ?rst signi?cant work in the history and philosophy of mathematics is Lakatos’s Proofs and Refutations, which was p- lished as a series of papers in the years 1963 and 1964.

“All that have ever tried to impose change in their organization will immediately recognize and truly value the in-depth knowledge and experience captured in this book. It contains a collection of eye-openers that is a treasure chest for pioneers of new organizational ideas, A fantastic toolbox for use in future missions!” —Lise B. Hvatum, product development manager, Schlumberger “If you have need of changing your organization, and especially of introducing new techniques, then you want to understand what is in this book. It will help you avoid common pitfalls that doom many such projects and will show you a clear path to success. The techniques are derived from the experience of many individuals and organizations. Many are also fun to apply. This stuff is really cool—and really hot.” —Joseph Bergin, professor of computer science, Pace University, New York “If change is the only guarantee in life, why is it so hard to do? As this book points out, people are not so much resistant to change itself as they are to being changed. Mary Lynn and Linda have successfully used the pattern form to capture and present the recurring lessons of successful change efforts and have placed a powerful knowledge resource in the hands of their readers.” —Alan O'Callaghan, researcher, Software Technology Research Laboratory, De Montfort University, United Kingdom “The most difficult part of absorbing patterns, or any technology, into an organization is overcoming the people issues. The patterns in this book are the documentation of having gone through that experience, giving those that dare push the envelope a head start at success.”—David E. DeLano, IBM Pervasive Computing “If you have ever wondered how you could possibly foster any cultural changes in your organization, in this book you will find a lot of concrete advice for doing so. I recommend that everyone read this book who has a vast interest in keeping his or her organization flexible and open for cultural change.” —Jutta Eckstein, Independent Consultant, Objects In Action Author of Agile Software Development in the Large 48 Patterns for Driving and Sustaining Change in Your Organization Change. It's brutally tough to initiate, even harder to sustain. It takes too long. People resist it. But without it, organizations lose their competitive edge. Fortunately, you can succeed at making change. In Fearless Change, Mary Lynn Manns and Linda Rising illuminate 48 proven techniques, or patterns, for implementing change in organizations or teams of all sizes, and show you exactly how to use them successfully. Find out how to Understand the forces in your organization that drive and retard change Plant the seeds of change Drive participation and buy-in, from start to finish Choose an "official skeptic" to sharpen your thinking Make your changes appear less threatening Find the right timing and the best teaching moments Sustain your momentum Overcome adversity and celebrate success Inspired by the "pattern languages" that are transforming fields from software to architecture, the authors illuminate patterns for every stage of the change process: knowledge, persuasion, decision, implementation, and confirmation. These flexible patterns draw on the experiences of hundreds of leaders. They offer powerful insight into change-agent behavior, organizational culture, and the roles of every participant. Best of all, they're easy to use—and they work!

A research-based guide for educators to the practical methods of understanding, evaluating and facilitating the change process. Significantly revised based on student and instructor feedback, the new third edition of Implementing Change continues to examine the ways in which change processes are experienced by those "on the ground" while adding new features, new material and the most current research. Based primarily on the Concerns Based Adoption Model (CBAM), this user-friendly text focuses on introducing constructs that can be used by those engaged in facilitating change processes as well as those who are evaluating and studying change. Rather than maintaining a bird's eye view of change processes, each chapter introduces a research-based, research-verified construct about change that captures the complexity of implementing change and the diversity of reactions to it. With a stress on pedagogical aids, each chapter incorporates practical examples, sample research, case studies, reflection questions and examples of common roadblocks to change.

Culture transformation expert Siobhan McHale defines culture simply: “It’s how things work around here.” The secret to the success or failure of any business boils down to its culture. From disengaged employees to underserved customers, business failures invariably stem from a culture problem. In The Insider’s Guide to Culture Change, acclaimed culture transformation expert and global executive Siobhan McHale shares her proven four-step process to demystifying culture transformation and starting down the path to positive change. Many leaders and managers struggle to get a handle on exactly what culture is and how pervasive its impact is throughout an organization. Some try to change the culture by publishing a statement of core values but soon find that no meaningful change happens. Others try to unify the culture around a set of shared goals that satisfy shareholders but find their efforts backfire as stressed employees throw their hands up because “leadership just doesn’t get it.” Others implement expensive new IT systems to try to bring about change, only to find that employees find “workarounds” and soon go back to their old ways. The Insider’s Guide to Culture Change walks readers through McHale’s four-step process to culture transformation, including how to: Understand what “corporate culture” really is and how it impacts every aspect of the way your organization operates Analyze where your culture is broken or not adding maximum value Unlock the power of reframing roles within your company to empower and engage your employees Utilize proven methods and tools to break through deeply embedded patterns and change your company mind-set Keep the momentum going by consolidating gains and maintaining your foot on the change accelerator With The Insider’s Guide to Culture Change, watch your employees go from followers to change leaders who drive an agile culture that constantly outperforms.

In this book we present a comprehensive view of a systemic approach to working with families, initiated by Karl Tomm more than two decades ago at the Calgary Family Therapy Centre in Canada. The contributors of this edited book articulate the IPscope framework as it was originally designed and its evolution over time. We invite you, experienced professionals and new family therapists, to join with us to explore some of the mysteries of human relationships. While the focus on our explorations revolves around clinical mental health problems and initiatives towards solutions, the concepts are applicable in many domains of daily life. They highlight the ways in which we, as persons, invite each other into recurrent patterns of interaction that generate and maintain some stability in our continuously changing relationships. The stabilities arise when our invitations become coupled and can be characterized as mutual; yet, they always remain transient. What is of major significance is that these transient relational stabilities can have major positive or negative effects in our lives. Consequently, we could all potentially benefit from greater awareness of the nature of these patterns, how particular patterns arise, and how we might be able to influence them.