leveraging the power of trust to provide continuity in times of organizational change /
Katharina de Biasi ; with a foreword by Prof. Dr. Andreas Suchanek.
Wiesbaden, Germany :
Springer Gabler,
[2019]
1 online resource (191 pages)
Schriftenreihe der HHL Leipzig Graduate School of Management
Intro; Foreword; Dedication & Thanks; Table of Content; List of Figures; List of Abbreviations; 1 Introduction; 1.1 The Problem of Managing Change: Uncertainty and Fear of the Unknown; 1.2 The Paradox of Change: Continuity in Times of Change; 1.3 The Proposed Solution: Trust as a Means of Continuity in Times of Change; 1.4 Structure of the Book; 2 Understanding Change; 2.1 The Concept of Change; 2.2 The Reality of Change; 2.2.1 Reasons why organizational change becomes necessary; 2.2.2 Reasons why organizational change tends to fail; 2.3 The Ethical Dimension of Change; 2.4 Conclusion
3 The Interdependent Relation between Continuity and Change3.1 Continuity in Times of Change -- An Oxymoron?; 3.2 Balancing Continuity and Change; 3.3 Learnings from Management, Organizational Science, and Philosophy; 3.3.1 Change without pain: Dynamic stability; 3.3.2 Consistently inconsistent: Organizational ambidexterity; 3.3.3 Future needs origin: Organizational identity; 3.4 Conclusion; 3.4.1 Setting the frame; 3.4.2 Formulating hypotheses; 4 Understanding Trust; 4.1 Trust -- An elusive phenomenon; 4.1.1 Theoretical Foundations; 4.1.2 The Trust Game; 4.1.3 The Trust Relationship
4.1.4 The Trust Sentence4.2 Trust in Organizations; 4.2.1 Trust as a premise for cooperation to mutual advantage; 4.2.2 Trust as a means of reducing uncertainty and fear of the unknown; 4.3 Conclusion; 5 The Interdependent Relation between Change and Trust; 5.1 Trust as a Prerequisite for Change; 5.2 Trust as an Outcome of Change; 5.3 Trust as a Detriment to Change; 5.4 The Decision-to-Trust; 5.5 Conclusion; 6 Solving the Change Paradox and Leveraging the Power of Trust; 6.1 Solving the Change Paradox; 6.1.1 A trust-based formula for successful change
6.1.2 Two levers for effecting a positive outcome of change6.2 Leveraging the Power of Trust; 6.2.1 Creating a climate conducive to trust; 6.2.2 Managing a trust-based process of change; 6.3 Conclusion; 7 Embarking on the Change Endeavor and Successfully Maneuvering through Times of Change; 7.1 Practical Implications; 7.2 The problem of sluggish steamboats; 7.2.1 The Old: Established organizations are 'too big to manage'; 7.2.2 The New: Start-ups serve as new role models; 7.3 Case in Point; 8 Conclusion and Summary; 8.1 Potential Limitations; 8.2 Further Research; 9 References
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Given that studies repeatedly suggest a 70 % failure rate of organizational change, Katharina 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 21st century". As a result the author proposes to leverage the change paradox continuity in times of change and to solve it by means of trust. A trust-based formula for successful change is derived which constitutes the finding that trust-formation must precede transformation and which outlines two levers for a positive outcome. Contents The Concept vs. the Reality of Change The Interdependent Relation Between Continuity and Change The Interdependent Relation Between Change and Trust Solving the Change Paradox and Leveraging the Power of Trust Target Groups Researchers and students in the fields of change management, economic and business ethics as well as leadership Consultants and managers dealing with change and transformation The Author Dr. Katharina de Biasi completed her doctoral study under the supervision of Prof. Dr. Andreas Suchanek at the Dr. Werner Jackstädt Chair of Economic and Business Ethics at HHL Leipzig Graduate School of Management, Germany.
Solving the Change Paradox by Means of Trust : Leveraging the Power of Trust to Provide Continuity in Times of Organizational Change.