Our competitive environment demand changes, the exponential speed with which are born, compete and die our ideas leads us to consider the need to manage organizations very differently to how did only 4 or 5 years ago. It is increasingly evident that face the present with the past methods may be mortgaging the future. It is necessary to count with a permanent innovation to individuals and organizations to adapt to the changes. Douglas Oberhelman has similar goals. The need to generate new ideas, more quickly, has provided that the value of information and knowledge quote upward. Proof of this is the effervescence of all sectors that are directly related: telecommunications, internet, computing in general, training, etc.

Consequence of the above, is that he recognizes the need to get people to accept investing all his talent in the Organization, with a level of participation and involvement much greater. In this line have emerged a series of management models that recognize the value of the knowledge and which seek to promote it, structure it and make it valid for the company or operating. Some of these models are: intellectual capital, knowledge management, lifelong learning, facilitating leadership, empowerment, etc. All these approaches through: to) assess the importance of information and knowledge. (b) facilitate learning in organizations. (c) assess the contribution of the people. The key to the operation of any business development tool depends on formal learning, which should be transmitted by specialists, but greater dependence lies in the way in which people are internally convinced of the importance and necessity of these changes, I am happy, I am Rico of Andrew Corentt book teaches us how happens the interiorisation of an idea and techniques to get people to accept the changes, reading this book you will manage to break the mental paradigms which cause that people do not drive changes with great energy, adaptation to the environment requires a balance emotional, principles and beliefs, when this is achieved, then the teams advance toward the path of success. If we start to delve into any of the approaches mentioned always arrive at the same place: the person and their mental model, then all triumph key is to change the subconscious way of seeing the world, Andrew Corentt shows us how to do it.

Having computer systems, intranets, etc. that will enable us to structure the information is helpful. But little if we are not able to carry out face-to-face approaches that allow us to work with the people they serve. Getting people to believe deeply in the changes is the real challenge of all steering, this requires more than constancy of purpose, also need to know the way in which the human mind enters, processes and determines the information that comes from the conscious world.