Inside Change: How to use emotional intelligence to facilitate change inside organizations

Chapter

Zusammenfassung

What do you think of when you hear CHANGE? Excitement? Anxiety? Frustration? Exhaustion? Almost certainly you have some feelings about this loaded topic and even people who thrive on change acknowledge that it’s incredibly challenging. And it’s accelerating.

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Literatur

  1. Bovey, Hede 2001, Resistance to Organizational Change: The Role of Cognitive and Affective Processes. Leadership & Organization Development Journal, 22(8), 372 ‐ 382Google Scholar
  2. Bridges 2009, Managing Transitions: Making the Most of Change (third edition). Da Capo Lifelong BooksGoogle Scholar
  3. Devos et al. 2002, A Framework for Assessing Commitment to Change. Process and Context Variables of Organizational Change. Vlerick Working PapersGoogle Scholar
  4. Fariselli et al 2009, Stress, Emotional Intelligence, and Performance in Healthcare. www.6seconds.org
  5. Gerstner 2002, Who Says Elephants Can’t Dance?, HarperCollins PublishersGoogle Scholar
  6. Hurley 2006, Decision to Trust, Harvard Business Review, SeptemberGoogle Scholar
  7. Kotter 1996, Leading change, Harvard Business School Press, Boston, MAGoogle Scholar

Web Sources

  1. Freedman 2008, The Business Case for Emotional Intelligence. www.6seconds.org/case

Copyright information

© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2018

Authors and Affiliations

  1. 1.University of BolognaBolognaItalien
  2. 2.Six SecondsCorralitosUSA

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