Path to the Future

An effective organizational diagnostic goal is to change or change the behavior pattern of employees. Effective change requires the participation of all leaders and will be built on the appropriate platform to participate in future changes. The purpose of organization change is to promote mutual understanding of the proposed changes and to determine whether the change is beneficial to the organization. The purpose of this article is to introduce nonprofit organizations, evaluate organizations, and identify necessary changes.

Dr. James A. Ogilvy: "Time is a reality and the future can not be predicted, so the task of opening the way to the future requires a different way of thinking than the old, mechanical strategic planning approach. In order to predict new industries such as the PC industry, it is insufficient to predict based on old assumptions and it is necessary to imagine an alternative plan based on new assumptions ...... "

If you have the only way to allow you to walk when you are young, you have two choices. You take the responsibility to accomplish your longstanding wish and you can follow this path to the future where you can track your outline with your fingertips. Or, there is a risk of losing all unknown detours, so I hope to finally find something meaningful. I chose the second option, and I chose to start this road at a very young age. I grew up in the Ohio countryside with a godly and fundamental evangelical family, I had no hope at every turning point. I live in the same kind of culture, and every change is like this - the norm of change. The walls rose in every direction to greet me. I am annoyed and disappointed about the church, about the world, about other people, curiosity about history, science and art - this is the ultimate authority. The idea of ​​living a life written in black and white discourages me

I am a technical communicator, I believe this is the only way to the future. I did not think that everyone was doing the same prosperity as my own electronics and state-of-the-art functions. I will soon discover that the whole world is not excited about this transition like me. When I first taught my first class to a group of doctors in a large classroom at a university hospital, I noticed that everyone was not excited about the urgent change in the doctor's workflow and medical practice. About half of the rooms are residents of my age and they are using electronic health records at the rotation of some medical schools. The other half is a longer practitioner, a doctor who is coming to our hospital for one or two surgeries per month. When I pointed out that the function I thought was wonderful or made the job easier, the latter group complained through the lecture and made an ironic comment.