The Radical Decision

Domagoj Hruška
Additional contact information
Domagoj Hruška: University of Zagreb

Chapter 1 in Radical Decision Making: Leading Strategic Change in Complex Organizations, 2015, pp 12-22 from Palgrave Macmillan

Abstract: Abstract Radical change, a fundamental change in the way people make sense of their surroundings, occurs on individual level, on organizational level but also on the level of larger systems such as industries and the societies as a whole. Hruška describes types of radical change and deals with the question of idiosyncratic radicalism. By distinguishing between the leader’s perspective and the status quo organizational perspective, Hruška identifies four types of arenas of change implementation: radical, navigated, leaderless and adaptive organizations. Finally, Hruška examines the four phases of the process of radical decision making and radical organizational change: construction of leader’s mental model, search for the new governing metaphor, radical decision taking and rhetoric of radical change.

Keywords: processes of radical decision making; types of radical decisions (search for similar items in EconPapers)
Date: 2015
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-49231-9_2

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137492319

DOI: 10.1057/9781137492319_2

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().