Titlebook: Solving the Change Paradox by Means of Trust; Leveraging the Power Katharina de Biasi Book 2019 Springer Fachmedien Wiesbaden GmbH, part of

垫子

GROUP

Adulate

Understanding Trust,ubsection 2.2.1, on the grounds of increasingly dynamic environments (VUCA), organizations find themselves confronted with a continuing stream of changes. No longer can they hide from threats such as globalized markets, intensified competition, disruptive innovation, digitalization, or so-called meg

填料

Corroborate

袋鼠

Embarking on the Change Endeavor and Successfully Maneuvering through Times of Change,ars of profound changes.” He concluded that it would be futile “to try to ignore the changes and to pretend that tomorrow will be like yesterday.” Ironically, Drucker further argued that even in times of rapid change most organizations were still likely to adopt this policy since they were (mis-)gui

Expiration

Conclusion and Summary,ers today and the work of leaders tomorrow.” Consequently, it may be inferred that organizational change, economic success, and long-term survival are intimately connected to trust. Along these lines, Senge (1999, p. 5) argues that in their attempt to create a ‘learning organization’—or to become a

切碎

2628-1007 rina de Biasi attempts to answer the question why traditional change theory has yet to prove successful, although mastering change has been identified as one of the “Management Challenges for the 21.st. century”. As a result the author proposes to leverage the change paradox continuity in times of c

发誓放弃

Solving the Change Paradox and Leveraging the Power of Trust,in which trust affects the change process, i.e. trust as a prerequisite for change, and the change process affects trust, i.e. (dis-)trust as an outcome of change (Lines et al., 2005; Sorensen & Hasle, 2009). The present chapter will focus on the role of trust in solving the change paradox of balancing continuity and change.

Paleontology

Conclusion and Summary, intimately connected to trust. Along these lines, Senge (1999, p. 5) argues that in their attempt to create a ‘learning organization’—or to become a ‘change leader’ (Drucker, 1999, p. 73) or ‘perpetual learners’ (Schein, 2004, p. 393)—organizations actually strive to create “better relationships, with less games-playing and more trust.”