Therefore, change within an organization has to be fueled by trust. For some people change means uncertainty and skepticism. According to Richmond and McCroskey, "People resist change for numerous reasons. Probably the most significant reason people resist change is that they are fearful that their position or status in the organization might change - for the worse. "The possibility of making things significantly better is not worth the risk of making them significantly worse."
For others, change can be looked upon as influential and beneficial. These people are classified as "bridges." "A bridge is an individual who links two or more cliques in a system from his or her position as a member of one of the cliques." Bridges play a vital part in incorporating change within an organization because of their communication connections and influence within their primary circle. “This is an individual who should be sought out to assist with introducing a change or diffusion of an innovation. If a bridge can be influenced to accept a change, then he or she might persuade the primary group and possibly influence other groups in a positive manner about change.”
When there is a need for effective change; concurrently, there is a need for effective leadership. As stated in Take It From The Top, “Never is leadership more sought after than in...
... middle of paper ...
...al or greater effectiveness can prove to be highly detrimental.
In conclusion, “there is no reason for change to be a feared concept in organizations. The primary reason changes fail is that someone failed to plan and communicate the plan in an appropriate manner.” An organization is as good as its personnel. The ability of each member to work and establish a collective effort will only enhance the organization as a whole. That effort has one main ingredient. One particular thing that forms the foundation of all achievement; that which is the glue that holds all efforts together; and that which is undoubtedly necessary for all success. That one thing is trust. The role of trust is fairly easy to describe, and its contribution toward organizations’ efforts can be easy to identify.
Yet, trust remains one of the more elusive elements of organizational management.
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