Is passionate truth-seeking the only way to address our human condition and the dual obstacles of diversion and indifference in change management?

On LinkedIn, we have been discussing change management within the context of our human condition and popular, though I believe pseudo, solutions of diversion and indifference.

Here are the questions we have already discussed with convenient links:

1. What makes people so unhappy with work?

2. Why the continuing paradox of human greatness and human unhappiness in the global workplace?

3. How does any form of change management that enables only changes in perceived behavior, but not in substance, amount to anything more than a modern form of vanity?

4. In managing change, is the use of reason alone ultimately just another form of vanity when we do not admit the more dominating power of human imagination?

5. In managing change, are we, as co-workers and social human beings, destructively seduced by the vain longings for certainty, utility, and ease that modern philosophical methods have promised since the 1600s?

6. Are efforts to manage change effectively limited by where the truth that lies in the plurality of the world's organized and institutional religions?

7. As part of change management, do you agree that there are ethical consequences of co-workers denying the applicability of the principle of non-contradiction to their work, if not to the lives?

8. Since someday we, and the companies we work with, will die, what can we do to fulfill our desire to live?

9. Is self-deception in change management unforgivable?

10. Are our desired, but unnecessary, diversions real solutions or merely ways to kill time?

11. Is indifference to change ultimately the most stupid of all possible responses?

With your responsive comments, I hope to continue to work our way to a real solution to the underlying problems of change management and show how important decision-making is to the solution.