Re-examines traditional views on change management, in particular the resistance to change, and to suggest alternative views and a practical approach for better managing change. The literature on change management contains numerous prerequisites for successful change, with a predominantly negative view on the issue of resistance to change. Some authors have argued for the positive utility of resistance, but have lamented a lack of management theories which support this view. Describes a management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force, and we demonstrate how it was applied in a case study involving a bank merger. Reviews how TOC handles the various types of resistance identified in the change management literature, and posit that the TOC framework helps lead and manage change by providing practical guidance on, inter alia, situational assessment, assumption surfacing, conflict resolution, planning and implementation of successful change. Resistance to changeResistance to change is acknowledged as being a fundamental block to change, and a

GT applied topically on a daily basis over 4 weeks reduced the severity of sweating as measured by ASDD-Item 2, reduced sweat production as measured gravimetrically, and was generally well tolerated in patients with primary axillary hyperhidrosis.

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, and diabetes (OR, 1.28; 95% CI, 1.01 to 1.63) were significant independent predictors for 30-day death or stroke. These 5 factors were combined into a simple risk score that can be used to stratify patients into different risk groups for complications after surgery. Conclusions-Several patient characteristics predict the development of stroke and death after carotid endarterectomy.These characteristics may help clinicians in patient counseling and contribute to studies "benchmarking" the outcomes of carotid surgery in the community setting.