By Edward M. Marshall
This quantity presents a robust formulation for agencies looking for new, greater how one can in attaining better caliber and quicker pace. the writer explains that speedy, versatile corporations can simply be equipped via significantly revising administration, by means of stripping away the previous fear-and-compliance dependent administration type and adopting a brand new version in response to collaboration and belief. This e-book exhibits how you can create a trust-based association that responds to altering enterprise wishes rapidly and successfully.
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Additional info for Building trust at the speed of change: the power of the relationship-based corporation
How can we expect to meet the Knowledge Era's challenges of speed and trust with an organizational philosophy based on power that creates fear and uncertainty? For the foreseeable future: Our most critical leadership challenge is to catch up with the speed of change by transforming the predominant Page 5 approach to business from a system based on power, compliance, and transactions to one based on trust, collaboration, and relationships. Put another way: Our challenge is to leave behind the politics of fear, and to evolve toward what will be called a relationship-based corporation.
Before you begin, a couple of reference notes are in order. First, throughout the book I use many case examples from actual company change experiences. Although all company names are fictitious to protect their privacy, the situations described are real. Some of the case examples are composites of situations, but have been written in a way that does not detract from the points being made. , of Chapel Hill, North Carolina. These products and services include the Collaborative Method&stand;, the Collaborative Team Formation Process&stand;, and the Workplace Culture Index&stand;.
These are questions that concern many business leaders. To answer them will require a positive commitment to change the current way of working, a conscious choice to evolve the business organization to a new and higher level. In so doing, however, we will come face to face with our own self-imposed limitations and the very hard realities of real change. Change is fine until we have to work differently. New leadership styles and behaviors make sense until we must give something up or take a leap of faith and trust in others.