Titlebook: Culture Change in Organizations; A Toolkit for Applie Svea von Hehn,Nils I. Cornelissen,Claudia Braun Book 20241st edition The Editor(s) (i

Indigence

Phase 4: Sustain,dissolution of the project bodies, is discussed and the evaluation and documentation of the results are presented. The long-term consolidation, for example, through a 10,000-mile check, is also outlined.

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,The Relevance of the Person—Mastering Change Through Emotional Intelligence,onal intelligence (EQ) in change processes is presented in connection with resilience and inspiring leadership. The chapter shows that EQ can be trained, for example, by mindfulness techniques and how one’s own continuous development through a change of habits can be achieved through willpower. Because: Change starts with oneself.

Daily-Value

The Influence of Culture on Organizational Success,ers to the so-called non-technical part of change processes. This involves sustainable changes in behavior and attitudes of people within an organization. This chapter conveys the first part of the basics: The terms “organizational culture” and “culture change” are explained. In addition, this chapt

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Phase 2: Plan, so-called non-technical part of change processes, i.e. a sustainable change in the behavior and attitudes of the people within an organization. This chapter describes the second of four phases of a systematically supported culture change, the planning. It describes how the appropriate interventions

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