Trust and the Lifecycle of Organizations
A friend related the following story. He had accepted a position as a Vice President in a large corporation but would not assume the position officially for approximately six months. During this period, the President of the corporation, whom he greatly admired and to whom he was to report, became ill and announced that he was stepping down. A vice president who was a member of the leadership team accepted the Presidency of another firm. Searches for two management executives were suspended pending the naming of the President’s successor. My friend was dismayed to learn that the organization he was eager to join would change substantially before he got there. He was especially concerned because his boss and some of his future associates were people whom he believed he could trust and work with effectively. His expectations of the trustfulness of the organization he had committed to join were influenced by people who were no longer there. An organization is like a moving train which takes on and drops off passengers at various points en route to its destination. Establishing and reestablishing trust is what passengers do as the train moves from point to point.
KeywordsMarketing Assure Rosen Defend Sonal
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- 1.Anonymous author.Google Scholar
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- 3.One of the issues in ascribing lifecycles to organizations is that, unlike individuals, they may “stay” in a particular stage of a lifecycle for various lengths of time. For example an organization conceivably could “stay” at the midlife stage if it was an organization that changed little and was minimally affected by external change (this would almost have to be a closed system). Depending on the organization one would expect it to move from midlife to maturity, be re-organized, merged, or cease existence. It would be almost impossible to exist in one stage indefinitely.Google Scholar
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- 10.For another viewpoint that the internet can encourage the resurgence of civic involvement see Note 5, Chapter 1.Google Scholar