Mindful Dialogue Is the Key!

Miriam Behrens () and Peter Bleses ()
Additional contact information
Miriam Behrens: University of Bremen
Peter Bleses: University of Bremen

A chapter in Mindful Change in Times of Permanent Reorganization, 2014, pp 113-127 from Springer

Abstract: Abstract Organisational change processes cause uncertainties and fears on part of the employees. This, in turn, can block new developments. Dialogue processes may create certainty and trust, increase transparency, and foster knowledge and learning ability. Therefore, the dialogue may contribute to ease the implementation of organizational changes and make the process successful. To achieve this, the dialogue at eye level considering all groups affected by the changes must be the key issue within the organisational communication. But beware of regarding the dialogue as an immediate available and effective panacea for building confidence in general: against the background of negative experiences in the past, the process of establishing trust will continue to be difficult.

Keywords: Dialogue; Change Management; Participation; Mindfulness; Organisational Trust (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:spr:csrchp:978-3-642-38694-7_7

Ordering information: This item can be ordered from
http://www.springer.com/9783642386947

DOI: 10.1007/978-3-642-38694-7_7

Access Statistics for this chapter

More chapters in CSR, Sustainability, Ethics & Governance from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().