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<title>Project Portfolio Management - Business Exchange</title>
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<updated>2013-06-19T02:54:09.138-04:00</updated>
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<title>A strange conversation with a stranger. Post 1 “Stretch” « Change Whisperer – Gail Severini&#39;s Blog</title>
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<updated>2012-11-10T11:00:36.232-05:00</updated>
<summary>All change is personal. We can only help others change if we can change ourselves. This is a true story. I was in line at HomeSense late yesterday afternoon and I could tell that the man in front of me wanted to start a conversation. I was savoring my comfort zone, thinking about the hazelnut…</summary>
<content type="html">All change is personal. We can only help others change if we can change ourselves. This is a true story. I was in line at HomeSense late yesterday afternoon and I could tell that the man in front of me wanted to start a conversation. I was savoring my comfort zone, thinking about the hazelnut…</content>
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<title>gailseverini.com</title>
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<title>Leading strategy? The business case for rejuvenation. Post 1 of 3 | Change Whisperer</title>
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<updated>2013-04-27T11:27:40.186-04:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
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<title>“Organ rejection” and other reactions to consultants | Change Whisperer</title>
<link href="http://bx.businessweek.com/project-portfolio-management/organ-rejection-and-other-reactions-to-consultants--change-whisperer/14382427320149058286-a678986304db77b92348ed39d0f697d1/"/>
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<updated>2013-04-11T08:41:02.300-04:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
<content type="html">Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</content>
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<title>Longing for the endless immensity of great leadership « Change Whisperer – Gail Severini&#39;s Blog</title>
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<updated>2013-02-20T07:26:52.974-05:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
<content type="html">Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</content>
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<title>Gail Severini&#39;s Blog ©</title>
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<title>The fight of our lives: innovation leadership | Change Whisperer</title>
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<updated>2013-05-23T07:52:54.037-04:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
<content type="html">Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</content>
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<title>gailseverini.com</title>
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<title>Business Analysis and the TLA</title>
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<updated>2013-01-14T16:11:51.773-05:00</updated>
<summary>I have been blown away by the reliance on TLAs at my current client, there is never a day that goes by where I don’t hear a new TLA...</summary>
<content type="html">I have been blown away by the reliance on TLAs at my current client, there is never a day that goes by where I don’t hear a new TLA...</content>
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<title>potential.greenlightci.com</title>
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<title>The enlightened program manager—partnering with change management | Change Whisperer</title>
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<updated>2013-06-13T19:12:52.156-04:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
<content type="html">Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</content>
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<title>Strategy and Strategy Execution Conferences 2013 | Change Whisperer</title>
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<updated>2013-05-30T09:00:46.519-04:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
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<entry>
<title>Breakthrough innovation is uncomfortable―get through it. Post 2 | Change Whisperer</title>
<link href="http://bx.businessweek.com/project-portfolio-management/breakthrough-innovation-is-uncomfortableget-through-it-post-2--change-whisperer/17739887183955112864-b9132c87eb483171d113cc19d27a89cf/"/>
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<updated>2013-04-06T13:02:10.490-04:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
<content type="html">Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</content>
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<title>Gail Severini&#39;s Blog ©</title>
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<bx:fullname>Gail Severini ©</bx:fullname>
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<entry>
<title>What’s missing from Strategy Execution? Post 5 « Change Whisperer – Gail Severini&#39;s Blog ©</title>
<link href="http://bx.businessweek.com/project-portfolio-management/whats-missing-from-strategy-execution-post-5--change-whisperer--gail-severinis-blog-/16437473788114816294-29b02c9d746f1b801e6b592d70488240/"/>
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<updated>2012-08-23T08:27:59.298-04:00</updated>
<summary>It’s a seductive reality: strategic change may be the most exciting endeavour of an executive’s career. It compares with climbing Mount Everest―not everybody makes it on the first attempt, some don’t survive, but those who succeed are considered heroes. The difference is that for most organizations committed to a strategic change, it is a business…</summary>
<content type="html">It’s a seductive reality: strategic change may be the most exciting endeavour of an executive’s career. It compares with climbing Mount Everest―not everybody makes it on the first attempt, some don’t survive, but those who succeed are considered heroes. The difference is that for most organizations committed to a strategic change, it is a business…</content>
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<title>gailseverini.com</title>
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<entry>
<title>Leadership sightings—Who inspires you? « Change Whisperer – Gail Severini&#39;s Blog</title>
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<updated>2013-01-30T06:34:23.582-05:00</updated>
<summary>We have been hunkered down for a couple of years following the recession. In early 2012, I was hopeful that organizations would break back out. However, it seems to me that this is only happening in pockets. There are a few brave souls on the horizon, however. Train wrecks dominate There is plenty of bad news…</summary>
<content type="html">We have been hunkered down for a couple of years following the recession. In early 2012, I was hopeful that organizations would break back out. However, it seems to me that this is only happening in pockets. There are a few brave souls on the horizon, however. Train wrecks dominate There is plenty of bad news…</content>
<source>
<title>Gail Severini&#39;s Blog ©</title>
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<entry>
<title>Commodity Trading - Future and Present: More Reasons Why Cash is King</title>
<link href="http://bx.businessweek.com/project-portfolio-management/commodity-trading---future-and-present-more-reasons-why-cash-is-king/10405192776085264525-c7412cad65819df9890f9e95145468ab/"/>
<id>urn:com:businessweek:bx:article:10405192776085264525-c7412cad65819df9890f9e95145468ab</id>
<updated>2012-08-16T08:20:29.295-04:00</updated>
<summary>Several Factors are combining to suggest that we may be nearing a top in the equity markets. These include the advice of Richard Russell of the Dow Theory Letters and Vanguard&#39;s founder, John Bogle. When voices like these speak, it&#39;s time to check the facts.</summary>
<content type="html">Several Factors are combining to suggest that we may be nearing a top in the equity markets. These include the advice of Richard Russell of the Dow Theory Letters and Vanguard&#39;s founder, John Bogle. When voices like these speak, it&#39;s time to check the facts.</content>
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<title>blog.commodityandderivativeadv.com</title>
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<entry>
<title>What’s project backlog, and why is it a useful KPI?</title>
<link href="http://bx.businessweek.com/project-portfolio-management/whats-project-backlog-and-why-is-it-a-useful-kpi/495431399919387104-e0ed39e1bc811de64ff432eb6597b1a3/"/>
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<updated>2012-12-12T10:08:11.929-05:00</updated>
<summary>The right KPIs help professional services organizations understand performance in relation to strategic goals and objectives. They provide staff with clear</summary>
<content type="html">The right KPIs help professional services organizations understand performance in relation to strategic goals and objectives. They provide staff with clear</content>
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<title>blogs.exact.com</title>
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<title>Top project management disaster of all time?</title>
<link href="http://bx.businessweek.com/project-portfolio-management/top-project-management-disaster-of-all-time/3882272547990094941-df194f9dfe3f13cfe481b0815c743622/"/>
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<updated>2013-03-13T12:23:57.694-04:00</updated>
<summary>This hasn’t happened yet but was so close last weekend. According to a news story a number of asteroids just narrowly missed the earth ...</summary>
<content type="html">This hasn’t happened yet but was so close last weekend. According to a news story a number of asteroids just narrowly missed the earth ...</content>
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<title>potential.greenlightci.com</title>
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<title>Breakthroughs in strategy | Change Whisperer</title>
<link href="http://bx.businessweek.com/project-portfolio-management/breakthroughs-in-strategy--change-whisperer/7190379042470802696-97e53af1b03df48fcd66a99f5c85df0e/"/>
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<updated>2013-03-03T12:53:06.169-05:00</updated>
<summary>Passionate about advances in, and effectiveness of, best practices for leading and managing change (by Gail Severini)</summary>
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<entry>
<title>Commitment of Traders for Commodities &amp; ETF&#39;s: Double Top in 30yr Treasury Bond Futures</title>
<link href="http://bx.businessweek.com/project-portfolio-management/commitment-of-traders-for-commodities--etfs-double-top-in-30yr-treasury-bond-futures/9675560291616129482-3f14249fcded9b68cf985ab3d1c9d579/"/>
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<updated>2012-07-18T09:25:44.152-04:00</updated>
<summary></summary>
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<entry>
<title>Commodity Trading - Future and Present: Protect Yourself from Coming Equity Declines</title>
<link href="http://bx.businessweek.com/project-portfolio-management/commodity-trading---future-and-present-protect-yourself-from-coming-equity-declines/15368909100899381964-5dbf99147a97bc2f5aa32a8d7a9cfee8/"/>
<id>urn:com:businessweek:bx:article:15368909100899381964-5dbf99147a97bc2f5aa32a8d7a9cfee8</id>
<updated>2012-07-10T09:37:51.082-04:00</updated>
<summary>The stock market has been exceptionally volatile lately. The S&amp;P 500 fell by 10.5% in the month of May only to rebound by 9% through Independence Day. The choppy market action is indicative of the bear market we are in. We have suggested that the developing economies of Brazil, Russia, India and China (BRIC’s) would help pull us through as they develop their own middle class consumers. Unfortunately, it appears that the BRIC’s won’t be able to rescue us from a projected fourth quarter recession, which makes June’s stock market rally a great opportunity to hedge part of an equity portfolio and provide some protection ahead of a global economic downturn.</summary>
<content type="html">The stock market has been exceptionally volatile lately. The S&amp;P 500 fell by 10.5% in the month of May only to rebound by 9% through Independence Day. The choppy market action is indicative of the bear market we are in. We have suggested that the developing economies of Brazil, Russia, India and China (BRIC’s) would help pull us through as they develop their own middle class consumers. Unfortunately, it appears that the BRIC’s won’t be able to rescue us from a projected fourth quarter recession, which makes June’s stock market rally a great opportunity to hedge part of an equity portfolio and provide some protection ahead of a global economic downturn.</content>
<source>
<title>blog.commodityandderivativeadv.com</title>
</source>
<bx:external-link>http://blog.commodityandderivativeadv.com/2012/07/10/protect-yourself-from-coming-equity-declines-2.aspx</bx:external-link>
<bx:adder>
<bx:fullname>andy waldock</bx:fullname>
<bx:id>awaldock194</bx:id>
<bx:link href="http://bx.businessweek.com/profile/andy-waldock/awaldock194/"/>
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</entry>
<entry>
<title>Top 10 Competencies for Change Leaders « Change Whisperer – Gail Severini&#39;s Blog ©</title>
<link href="http://bx.businessweek.com/project-portfolio-management/top-10-competencies-for-change-leaders--change-whisperer--gail-severinis-blog-/12715666928955062870-3d228c81ca76ec911f700b18059a579a/"/>
<id>urn:com:businessweek:bx:article:12715666928955062870-3d228c81ca76ec911f700b18059a579a</id>
<updated>2012-08-29T21:51:32.195-04:00</updated>
<summary>What competencies do leaders and agents need to excel at in order to be successful? Are you building a Community of Practice or Centre of Excellence? What’s on your list? Below is my top-ten list for change leaders. In two weeks, the post will list my top-ten competencies for change agents—and a bonus list for…</summary>
<content type="html">What competencies do leaders and agents need to excel at in order to be successful? Are you building a Community of Practice or Centre of Excellence? What’s on your list? Below is my top-ten list for change leaders. In two weeks, the post will list my top-ten competencies for change agents—and a bonus list for…</content>
<source>
<title>gailseverini.com</title>
</source>
<bx:external-link>http://gailseverini.com/2012/08/30/top-10-competencies-for-change-leaders/</bx:external-link>
<bx:adder>
<bx:fullname>Gail Severini ©</bx:fullname>
<bx:id>gseverini303</bx:id>
<bx:link href="http://bx.businessweek.com/profile/gail-severini/gseverini303/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>People, Process and Project Technology.</title>
<link href="http://bx.businessweek.com/project-portfolio-management/people-process-and-project-technology/6285582927856264036-ee9a65065590cde96a95d7cea2d776ad/"/>
<id>urn:com:businessweek:bx:article:6285582927856264036-ee9a65065590cde96a95d7cea2d776ad</id>
<updated>2013-02-27T10:44:09.099-05:00</updated>
<summary>People, Process and Project Technology. These few words make up the key components of Business Change.</summary>
<content type="html">People, Process and Project Technology. These few words make up the key components of Business Change.</content>
<source>
<title>potential.greenlightci.com</title>
</source>
<bx:external-link>http://potential.greenlightci.com/our-blog/bid/272343/People-Process-and-Project-Technology</bx:external-link>
<bx:adder>
<bx:fullname>Jonathan Atkinson</bx:fullname>
<bx:id>jatkinson103</bx:id>
<bx:link href="http://bx.businessweek.com/profile/jonathan-atkinson/jatkinson103/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>The Programme Management Office: What can it possibly do for me?</title>
<link href="http://bx.businessweek.com/project-portfolio-management/the-programme-management-office-what-can-it-possibly-do-for-me/7826944023444621163-6c45287476572092340e340a3d13ee68/"/>
<id>urn:com:businessweek:bx:article:7826944023444621163-6c45287476572092340e340a3d13ee68</id>
<updated>2012-11-20T05:47:48.264-05:00</updated>
<summary>I have heard many negative comments about Programme Management Offices (PMO). One could argue when defending PMO that they are unfounded &amp; unjust...</summary>
<content type="html">I have heard many negative comments about Programme Management Offices (PMO). One could argue when defending PMO that they are unfounded &amp; unjust...</content>
<source>
<title>potential.greenlightci.com</title>
</source>
<bx:external-link>http://potential.greenlightci.com/our-blog/bid/245175/The-Programme-Management-Office-What-can-it-possibly-do-for-me</bx:external-link>
<bx:adder>
<bx:fullname>Jonathan Atkinson</bx:fullname>
<bx:id>jatkinson103</bx:id>
<bx:link href="http://bx.businessweek.com/profile/jonathan-atkinson/jatkinson103/"/>
</bx:adder>
<bx:action>
<bx:total>5</bx:total>
<bx:view>5</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Watching the world through your filter</title>
<link href="http://bx.businessweek.com/project-portfolio-management/watching-the-world-through-your-filter/14962092947451173732-813daf4a227fc44024fcce2ef1abe6be/"/>
<id>urn:com:businessweek:bx:article:14962092947451173732-813daf4a227fc44024fcce2ef1abe6be</id>
<updated>2012-11-15T08:29:28.441-05:00</updated>
<summary>Watching the world through your filter Much of the life of Change and Project Managers revolves around People, Process and Technology.</summary>
<content type="html">Watching the world through your filter Much of the life of Change and Project Managers revolves around People, Process and Technology.</content>
<source>
<title>potential.greenlightci.com</title>
</source>
<bx:external-link>http://potential.greenlightci.com/our-blog/bid/243702/Watching-the-world-through-your-filter</bx:external-link>
<bx:adder>
<bx:fullname>Jonathan Atkinson</bx:fullname>
<bx:id>jatkinson103</bx:id>
<bx:link href="http://bx.businessweek.com/profile/jonathan-atkinson/jatkinson103/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>The project management checklist</title>
<link href="http://bx.businessweek.com/project-portfolio-management/the-project-management-checklist/6938902512259207822-9c1fba0738be878bddd9a4d7c9b11337/"/>
<id>urn:com:businessweek:bx:article:6938902512259207822-9c1fba0738be878bddd9a4d7c9b11337</id>
<updated>2013-01-12T13:40:47.449-05:00</updated>
<summary>John reviews a project management checklist</summary>
<content type="html">John reviews a project management checklist</content>
<source>
<title>potential.greenlightci.com</title>
</source>
<bx:external-link>http://potential.greenlightci.com/our-blog/bid/257595/The-project-management-checklist</bx:external-link>
<bx:adder>
<bx:fullname>Jonathan Atkinson</bx:fullname>
<bx:id>jatkinson103</bx:id>
<bx:link href="http://bx.businessweek.com/profile/jonathan-atkinson/jatkinson103/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
<bx:view>1</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Honk if you love change. Quotes and resources on innovation. « Change Whisperer – Gail Severini&#39;s Blog</title>
<link href="http://bx.businessweek.com/project-portfolio-management/honk-if-you-love-change-quotes-and-resources-on-innovation--change-whisperer--gail-severinis-blog/6023327488150432707-feaf1e28bc15f86778735b583415e657/"/>
<id>urn:com:businessweek:bx:article:6023327488150432707-feaf1e28bc15f86778735b583415e657</id>
<updated>2013-01-04T14:01:23.752-05:00</updated>
<summary>I love innovation. I have spent about half my career immersed in new product development, some in the hyper-change environment of start-ups. I hope you are inspired, moved, by the following quotes and resources to embrace more innovation. The world is changing around us. We need to innovate to be better―to be relevant, to be…</summary>
<content type="html">I love innovation. I have spent about half my career immersed in new product development, some in the hyper-change environment of start-ups. I hope you are inspired, moved, by the following quotes and resources to embrace more innovation. The world is changing around us. We need to innovate to be better―to be relevant, to be…</content>
<source>
<title>Gail Severini&#39;s Blog ©</title>
</source>
<bx:external-link>http://gailseverini.com/2013/01/01/honk-if-you-love-change-quotes-and-resources-on-innovation/</bx:external-link>
<bx:adder>
<bx:fullname>Gail Severini ©</bx:fullname>
<bx:id>gseverini303</bx:id>
<bx:link href="http://bx.businessweek.com/profile/gail-severini/gseverini303/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
<bx:view>1</bx:view>
<bx:save>0</bx:save>
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</entry>
<entry>
<title>The REWARD. Stolen: Change Management. Reward offered. Post 4 « Change Whisperer – Gail Severini&#39;s Blog</title>
<link href="http://bx.businessweek.com/project-portfolio-management/the-reward-stolen-change-management-reward-offered-post-4--change-whisperer--gail-severinis-blog/6365593803103563479-d0033ff1a4bb36481af7071bcfcab600/"/>
<id>urn:com:businessweek:bx:article:6365593803103563479-d0033ff1a4bb36481af7071bcfcab600</id>
<updated>2013-01-01T10:58:12.666-05:00</updated>
<summary>“Integrity is not a conditional word. It doesn’t blow in the wind or change with the weather. It is your inner image of yourself, and if you look in there and see a man who won’t cheat, then you know he never will. Integrity is not a search for the rewards of integrity. Maybe all…</summary>
<content type="html">“Integrity is not a conditional word. It doesn’t blow in the wind or change with the weather. It is your inner image of yourself, and if you look in there and see a man who won’t cheat, then you know he never will. Integrity is not a search for the rewards of integrity. Maybe all…</content>
<source>
<title>Gail Severini&#39;s Blog ©</title>
</source>
<bx:external-link>http://gailseverini.com/2012/12/20/the-reward-stolen-change-management-reward-offered-post-4/</bx:external-link>
<bx:adder>
<bx:fullname>Gail Severini ©</bx:fullname>
<bx:id>gseverini303</bx:id>
<bx:link href="http://bx.businessweek.com/profile/gail-severini/gseverini303/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Fair game and foul play. Stolen: Change Management. Reward offered. Post 3 « Change Whisperer – Gail Severini&#39;s Blog</title>
<link href="http://bx.businessweek.com/project-portfolio-management/fair-game-and-foul-play-stolen-change-management-reward-offered-post-3--change-whisperer--gail-severinis-blog/2328034158640603876-adbc8b8815a3a1231effa966e96bbd2d/"/>
<id>urn:com:businessweek:bx:article:2328034158640603876-adbc8b8815a3a1231effa966e96bbd2d</id>
<updated>2012-12-15T13:27:01.654-05:00</updated>
<summary>“During times of universal deceit, telling the truth becomes a revolutionary act.” —George Orwell There are well-established boundaries for the creation and use of intellectual property. In the age of re-mix it is important to be very clear on them. One way is by citing resources properly and identifying plagiarism (post 1). Another way  is…</summary>
<content type="html">“During times of universal deceit, telling the truth becomes a revolutionary act.” —George Orwell There are well-established boundaries for the creation and use of intellectual property. In the age of re-mix it is important to be very clear on them. One way is by citing resources properly and identifying plagiarism (post 1). Another way  is…</content>
<source>
<title>Gail Severini&#39;s Blog ©</title>
</source>
<bx:external-link>http://gailseverini.com/2012/12/13/fair-game-and-foul-play-stolen-change-management-reward-offered-post-3/</bx:external-link>
<bx:adder>
<bx:fullname>Gail Severini ©</bx:fullname>
<bx:id>gseverini303</bx:id>
<bx:link href="http://bx.businessweek.com/profile/gail-severini/gseverini303/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
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</entry>
</feed>