Synthesizing the Learning: A New Diversity/Intercultural Competence Model for Change

Christopher Anne Robinson-Easley

Chapter Chapter Ten in Beyond Diversity and Intercultural Management, 2014, pp 139-159 from Palgrave Macmillan

Abstract: Abstract If we are ever going to change how we view, treat, and inspire people, the change will need to start with people who have leadership roles. And their personal transformation will morph through their respective organizational venues, inspiring the hearts and souls of others to change as well. In our self-transformation, we become a living symbol of change—metaphors that bring about metamorphosis (Chatterjee, 1998, as cited in Quinn, 2004). People who are around us become attracted to our energy in such a manner that they begin to empower themselves—actions that lead to emergent organizing—a change in the system that no one “leads” in the traditional sense (2004).

Keywords: Human Resource Management; Discourse Analysis; Organizational Member; Power Strategy; Human Resource Department (search for similar items in EconPapers)
Date: 2014
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:978-1-137-40086-4_11

Ordering information: This item can be ordered from
http://www.palgrave.com/9781137400864

DOI: 10.1057/9781137400864_11

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 ().